With 25 years in and with Japanese and German public organisations and private tech SMEs, I know this: the greatest obstacle to innovation is rarely a lack of creativity. It is a lack of clarity, a lack of focus, and a method that does not fit.

I work with Mittelstand managers who want to move something new and are stuck: a clear course, methods that fit, efficacy that holds. The toolkit is deliberate: international practice, lived Japan know-how, methods that work because they rest on stance, relationships and commitment – not on the next framework.

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My toolbox is deliberately different from that of other innovation consultants:

Through my life in Japan, years of working with Asian business partners, and my innovation training in cooperation with the Stanford Research Institute (SRI International), I've learned how Japanese methods, combined with the right innovation approaches, create lasting effectiveness in (innovation) management. They aren't just tools you use and then put away; rather, they are based on attitude, networking, and commitment, which act like a booster. They change how managers drive innovation and how they feel about it. Unlike the "faster and louder" approach of other methods, for me, values, empathy, and a commitment to quality make the "Japanese" difference.

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