Quoted in

Dr. Guido Quelle, quoted in Dave Gardner’s „Thank God It’s Monday“, May 2010:

You can’t motivate people. Demotivation, though, is easy.

Dr. Guido Quelle, quoted in „Cisco: bienvenue dans la matrice“, Les Echos.fr October 2009:

Les détracteurs de ce genre d’organisation ne se privent pas de rappeler que ce sont de véritables usiness à gaz, qui absorbent le temps disponible des cadres, diluent les responsabilitiés, retardent les prises de décision et éloignent des clients. On raconte ainsi que l’entreprise a mis plus de deux ans à réagit à la nouvelle offre commerciale de Hewlett-Packard en matiére de matériel de réseau et a perdu des parts de marché. << La matrice fonctionne, regardez Procter & Gamble, IBM, Nokia ou Cisco >>, assure Jay Galbraith, auteur d’ouvrages sur le sujet. << Ca ne marche pas, répond le consultant allemand Guido Quelle. regardez ABB et Unilever. >>

Dr. Guido Quelle, quoted in „Right on Time“, PM Network June 2009:

Let the scheduling begin. Stakeholders have had their say, and the team has been selected and offered its input, so now it’s time to actually build the schedule. Where do you start?

At the end, says Guido Quelle, Ph.D., managing partner at Mandat Managementberatung GmbH, a management consulting firm in Dortmund, Germany.

To make that happen, project managers need clear objectives from the project sponsor, a common picture of the desired outcome of the project, and precise, concrete and tangible measures that team members can use to be sure they’re on track. And they also need milestones in place to monitor their progress. Without dates, it can be maddeningly vague.

Dr. Guido Quelle, quoted by Dov Gordon, President of The Gordon Group on Israpreneur.com, June 19, 2009:

My friend and colleague Dr. Guido Quelle, member of the Million Dollar Consultant® Hall of Fame recently discovered something interesting. Research conducted by his Dortmund, Germany based firm, Mandat Managementberatung GmbH, showed that this behavior is way too common.

When you design and institute a process, it obviously makes sense to get input from those who will be affected by it. Yet nearly 60% of survey respondents reported that internal or external customers of new processes provided little (50%) or no (8%) input! They simply weren’t asked. Only 12% of respondents reported that “Desired outcomes of processes are coordinated fully with internal and external customers.”

We all know this. So why do we do it?

Dr. Guido Quelle, quoted in „Out of the Economic Quagmire“, How Online, December 2008:

A management team that proceeds without transparency loses control of the situation. ‘What are [employees] telling your customers?” asks Guido Quelle, managing partner of Mandat GmbH, a German management consultancy. Customers pick up on the uncertainty and dissatisfaction of the employees. Those customers have their own interests to consider. When they sense distrust in the air, they are likely to take their business elsewhere, making recovery next to impossible, says Quelle.

Dr. Guido Quelle, quoted in „Secrets to Brand Positioning“, FuelNet, November 2008:

Remember the emotion. Customers buy brands because they like them and they can rely on them, not because they are well de?ned, says Guido Quelle, managing partner of Mandat GmbH, a marketing consulting ?rm based in Dortmund, Germany. Technical execution is only the ?rst step; emotion must be part of a brand positioning strategy.

Dr. Guido Quelle, quoted in „Charting The Future“, Human Resource Executive, October 2008:

Not everyone is quite so enamored of the software. HR often gets wrapped up in the minutiae of org-charting while failing to focus on the psychological needs of the organization’s employees, says Guido Quelle, managing partner at Mandat GmbH, a Dortmund, Germany-based consulting firm. He argues that the “least thing needed in an M&A process is software for organizational charts. HR people get too focused on drawing boxes and they don’t take care of the people as a result,” says Quelle. “The people are concerned, ‘What about my job? Will I be safe in the new organization? What new capabilities will I need?’ Those are the areas HR has to focus on.”

Dr. Guido Quelle, quoted in „Top Tips for the Turnaround“, The Irish Times, October 6, 2008:

„Guido Quelle, managing partner at Mandat GmbH, boutique German consulting firm and author of two books on strategy and leadership has led several dozen turnaround projects. He cites seven critical success factors:

  1. Be candid: Creat a sense of urgency throughout the whole organization.
  2. No excuses: Make top management play an active part in the project organization.
  3. Make it top priority: Identify one turnaround project and concentrate on it.
  4. No secrets: Share every piece of useful information within the project team.
  5. Deliver quality: Don’t lower the company’s standards.
  6. Give power to sales: Focus on market needs, not only on costs.
  7. Get rid of boycotters: Do it instantly and do it at all costs.