This is the headline above our work. Is this realistic, we are often asked. Why do we vehemently resist doing the possible? And isn’t it a discrepancy to our concern to always make sure that we do not lose track of the practicable?

For me there is only one maxim which is comprised of doing one thing without neglecting the other.

Strictly speaking, companies do not need consultants which only deal with repairs and corrections, with organizational matters, cost calculations, management soft spots and various other undesirable developments. Even though, it might occasionally make sense to take a look from outside in. Most of the time and this ought to be seen realistically, the staff knows more than the consultants, if staff members are able to get a word in edgewise. And when it comes to the much vaunted expert opinion jobs from outsiders, I have a somewhat cautious opinion on that myself.

We consultants should deal less with reconstruction. We have to build something new, deliver contributions to true innovational processes and lead a determined fight against all those who speak in favor of the trend and tolerate their own me-too-thinking and that of others as well.

He, who chases after the trend and follows others, does not deserve respect. For me, the word trend is only suitable, if one is the creator of this trend, walks ahead of others and points towards the direction of the big goals. The markets are spilling over with products which look like peas in a pod.

We cannot tolerate me-too thinking. Differences which do not offer a true added value for the customer fall into the me-too category and need to be separated out. It is a gross infringement on the brand personality if the brand is misused for the sole differentiation of competitive products or, which is even worse, for differentiation of the same product for alternative brands (manufacturer and retail brands). Of course, companies nowadays are sometimes forced to offer up original products under several names or brands due to reasons of market penetration. And of course, parallel developments and simultaneous introduction on the market could also take place.

The American Ted Bates shaped the term “USP – Unique Selling Point” about 70 years ago. He wanted to express that products have to offer something unique if one wants to sell them permanently successful. We have to revert back to this perception, take on these challenges and we think it forces us to approach the impossible. To do what others, and the emphasis here is on others, think is impossible. And most of all, to refrain from doing anything that amounts to doing what others have already done or might be already able to do.

Surely, the success we are striving for is closely connected with enormous efforts. But if we want to be needed as consultants then we have to aim for the impossible. From the recent past we know that a lot of what we felt was impossible or infeasible, became possible and feasible and brought the world forward quite decisively. What all didn’t the world think was impossible in the past 50 years? Or did you think 25 years ago, that a whole office would fit into your pocket electronically in the near future? You might think this is exaggerated, but we say that many thought this would be impossible and yet it became reality.

Let us trust those who say today that nobody knows what people will be able to do and to get ready for the challenge.

I am taking on this challenge for me personally and for SchmidPreissler. We are convinced that we can only feel justifiably as consultants, if we do what others cannot or will not do, in order to be innovative.

In this spirit we are going into the year 2010 with all the very best wishes for you!

 
Franz M. Schmid-Preissler

We are convinced that in the future we can only reach realistic goals, if we are willing to work innovatively.