Bernhard Sterchi
Managing Partner, Palladio Trusted Advisers AG, Switzerland

In companies which confront the increasing complexity and the accelerated transformation of their environment, he assists leaders and teams in improving the conditions for aligned autonomy amongst staff, thus improving their organisation’s agility and speed.

As trainer, consultant and coach he has been working with family businesses, corporations and government organisations. For over 12 years he has been accompanying leaders from middle managers to CEOs and owners in essential transformations of their personal and institutional maturity.

Based on a systems oriented management approach, he has for this purpose developed a series of tools, notably for the alignment of leadership approaches in teams and for their effective communication within the organisation, for the analysis and transformation of the corporate mindset, and for the practice- and peer consulting oriented development of leaders. He has developed and delivered specific training concepts for agile and complexity-oriented leadership.

He is the author of The Leader’s Fairytales www.theleadersfairytales.com



Much of the intelligence and strength of Agile Software Development lies in methods and structures. This strength implies the risk to focus too narrowly on applying the methods, with too little regard for context and purpose. It also makes it difficult to build a bridge to other parts of the company, outside software development. People often try to counter this tendency by pointing out that Agile is a mindset first, and methods second. But what can we actually DO about it? This talk offers to reposition Agile within the context of dealing with complexity, and offers a number of basics on which a common competence can be built across the company.

miniWorkshop (AMC Track only)


In today’s world gone VUCA, organisations still need to focus, develop and perform in a common direction. But the end point on which they want to land can no more be formulated at the very beginning.

Management by Objectives (MbO) is a handy tool for generations of managers – as long as you have at least some degree of order and predictability. Once that is gone, MbO becomes a nuisance of constant readjustment and negotiation – or in extreme cases of bureaucratic blindness and cynicism.

In a complex world, however, MbO can be replaced. You need a compelling strategic storyline, and everybody needs to be able to motivate their everyday decisions by this very narrative. For tactical alignment, you need to systematise a tool that all of us are using thousands of times a day: the rule of thumb. Together, strategic storyline and rule of thumb form a toolset that enables alignment in a context of delegation and autonomy.

With several games and practical excercises, this workshop enables you to systematically make the difference between ordered and complex systems, and to use strategic storylines and rules of thumb to navigate complexity with your organisation.

Bernhard Sterchi

Bridging the Gap from Agile Methods to Complex Environments 8.86MB

miniWorkshop (AMC Track only):
Orientation and Alignment in a VUCA World - Part of the Cynefin Manager’s Compass

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