Articles
Perspectives from our work
Articles on digitalisation, AI, project management and leadership.
Written soberly, out of concrete mandates, without grand promises.
IPMA
Leading projects without line authority
How to lead a team you cannot give orders to: what the ICB4 says about it and six levers from practice.
Read articleHERMES
Why the private sector rarely works with HERMES
In public administration HERMES is the standard, in companies the name is heard less often. Why that is and what companies can nevertheless take from HERMES.
Read articleFood for Thought
Should I tell someone they have bad breath?
You notice an unpleasant smell on someone's breath during a conversation. If you say something, the other person may feel embarrassed. If you say nothing, you may deny them the chance to do something about it. What would be respectful?
Read articleFood for Thought
When everyone is gossiping about someone, should I say something?
During a break, someone makes a disparaging remark about an absent colleague. Others nod. You do not know whether the story is true. If you object, you may seem like a spoilsport. If you remain silent, it may look like agreement.
Read articleFood for Thought
Why do I, as the boss, have to decide every little thing myself?
It often starts quite unremarkably. A customer exception is waiting for your approval, two employees ask about a priority, and without your answer an order remains on hold. You decide quickly so that things can move on. The next day, the next questions are on your desk.
Read articleFood for Thought
Why do we talk so much and decide so little?
The meeting ends on time. Everyone has given their view, the presentation has been updated and the next appointment is fixed. Only one thing remains unclear: what was actually decided?
Read articleFood for Thought
Why don't potential customers understand our offer?
You explain your offer carefully. The other person nods and says, “That sounds interesting.” But when you ask what it would actually change, the answer remains vague. The conversation was friendly, yet no next step follows.
Read articleFood for Thought
The table is green. But are the numbers correct?
The report shows a number with two decimal places. Next to it is a green symbol. In the next meeting, it becomes an argument: “Progress is on track.” Yet nobody can say where the number came from or when it was last checked.
Read articleFood for Thought
Why doesn't more control automatically create more trust?
After a mistake, an additional approval is introduced. Soon the next step needs a signature too. Nobody has lost trust, people say. Even so, ever more is documented, checked and formally safeguarded.
Read articleIPMA
The environment under control: perspective competences according to IPMA
Strategy, governance, regulations, power and culture: the five perspective competences of the ICB4 and a question for practice on each.
Read articleHERMES
Setting up IT projects in municipalities with HERMES
Municipalities must procure publicly, comply with data protection and be accountable. How HERMES helps with this and which procurement rules apply.
Read articleIPMA
Choosing an external project manager: what IPMA Level C tells you
What an IPMA certificate proves, what it does not, and which questions you should ask an external project manager in the selection interview.
Read articleHERMES
HERMES for small projects
The full scope of HERMES is intended for large projects. How to adapt the effort to your undertaking with sizing, tailoring and HERMES One.
Read articleBusiness Analysis
Lastenheft or Pflichtenheft? What to set out as the client before you procure
Lastenheft, Pflichtenheft, offer, detailed specifications: the terms are often confused, and they are used differently in Switzerland and in Germany. A clarification from the client's perspective, with a sample structure.
Read articleIPMA
IPMA and HERMES: what is the difference?
HERMES and IPMA are often understood as alternatives. But they answer different questions and complement each other.
Read articleHERMES
HERMES 2022: what has changed compared with HERMES 5.1
Many organisations still work with templates from HERMES 5.1. An overview of the most important differences from the 2022 edition.
Read articleHERMES
HERMES and Scrum: how they work together
HERMES is considered too rigid for agile teams. For the 2022 edition that is no longer true. How project management and agile development fit together.
Read articleHERMES
The role of the project sponsor in HERMES
When a project does not make progress, the problem often lies with the project sponsor. What HERMES requires of this role and what you should clarify before the start.
Read articleBusiness Analysis
When knowledge leaves the organisation
Staff changes, partner changes, boundaries between teams: at every handover, context gets lost that nobody wrote down.
Read articleBusiness Analysis
The human decides. The system creates clarity.
Bringing information together, making uncertainty visible, clarifying responsibilities – that is the job of a system. Deciding is not.
Read articleProject Management
From decision to impact
Output is not outcome. Between a decision and its actual impact lies a chain that often breaks exactly where it matters.
Read articleBusiness Analysis
Uncertainty is information
Known, unknown, unconfirmed, outdated, contradictory, unavailable: six states of information that reports rarely distinguish between.
Read articleCoaching & Enablement
Digital team members need leadership
What a digital team member is allowed to do, where the line to decision-making sits, and why that raises the demands on leadership instead of lowering them.
Read articleHR & Recruitment
Why AI is so quick to recommend the average in people decisions
A well-worded AI answer is not yet a good people decision. Why context, counter-questions and clear accountability remain decisive.
Read articleHR & Recruitment
When AI takes over tasks, the mandate of HR changes
Automation changes individual tasks, not entire professions. The real HR work begins where roles, learning paths and responsibility need to be redesigned.
Read articleCoaching & Enablement
Good consulting makes itself redundant. Everything else creates dependency.
A consultant who has been indispensable for years sounds like success. It is the opposite. Why enablement is the real measure of good consulting.
Read articleRadical Change
Rapid Change and Radical Change: speed is no substitute for direction
I am therefore interested not only in a company's ability to adapt, but also in its direction: why do we run it, what responsibilities do we accept, and how does that commitment become visible in everyday work?
Read articleRadical Change
Why transformation often fails not because of strategy, but because of missing capabilities
Five typical capability gaps, why more projects can make the problem worse – and how Hosang Consulting addresses the real gap, with QUENARIS as one possible tool.
Read articleHR & Recruitment
People decide the success of change. Your processes do not.
Ten new hires, four gone again within a year. Why high turnover is rarely down to the wrong people.
Read articleBusiness Analysis
Transparency that enables action. Not just clean documentation.
80 pages of analysis, and still nothing happens. Why business analysis should not produce more paper, but clarity.
Read articleBusiness Development
Business opportunities are not created in the market. They are created in your decisions.
Why business development begins with the question of whether an organisation is capable of deciding and changing at all – not with market analysis.
Read articleProject Management
Why projects end in paralysis. And it has nothing to do with the plan.
A project can be busy and still not move forward. Why project leadership is above all responsibility for the capacity to decide.
Read articleDigital Transformation
Digitalisation does not begin with technology. It begins with a decision.
In companies, technology often amplifies the existing decision culture – for better or worse.
Read articleProject Management & AI
The more intelligent AI becomes, the more important project leadership becomes
Once AI works, the difficult questions begin: Who decides, who carries responsibility and how does the change remain controllable?
Read articleProject Management & AI
When AI becomes a team member, leadership changes
More AI does not mean less leadership. It means more precise rules for collaboration between people and systems.
Read articleProject Management & AI
Without project memory, AI remains a fast lone operator
AI needs more than data. It needs traceable project knowledge with context, currency and clear responsibility.
Read articleProject Management & AI
Digital sovereignty begins with controllable project decisions
Providers and systems may change. Decision-making capability, knowledge and responsibility must remain within the organisation.
Read articleDigitalisation & AI
AI does tasks, not jobs
Technical replaceability is not the same as organisational capability. What Ford, Klarna and IBM learned about it.
Read articleDigitalisation & AI
Why your AI always recommends the same thing on strategy questions
In one study, leading models mostly advised the obvious, regardless of context. The researchers call it trendslop.
Read articleDigitalisation & AI
Digital sovereignty does not mean building everything yourself
Dependency does not begin with the choice of language model, but where knowledge and processes grow into a single provider.
Read articleDigitalisation & AI
When AI infers from context what you probably want
The more context a system receives, the less you have to tell it. That relieves work — and shifts the balance of power.
Read articleDigitalisation & AI
The next AI agent no longer waits for your prompt
An agent can work correctly and still miss the actual need. Four conditions before it may act inside a company.
Read articleDigitalisation & AI
Without an organisational memory, AI agents stay blind
Minutes contain the decision, but not the reason. What agents need to tell relevance from noise.
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