Almost every business with real growth potential experiences this, but only a fraction of them manage to move beyond this point to continue their journey to the level of healthy high performance.
If this resonates, let’s have a chat
Sometimes, even if your business has been going well for many years, it reaches a plateau.
You’ve developed it from the ground up, but things have become more complicated, and you are wondering how to bring the team to the next level.
Don’t worry – it happens to the best organisations.
Me and my colleagues can guide you to the next phase.
We help SME leaders who want to leave a legacy by building, developing and leading an agile, dynamic and healthy business – but aren’t sure exactly how to go from where they are now to where they want to be next.
It’s not about your industry (we’ve worked with leaders from both the corporate and non-profit worlds) but about systematically looking at your strategy, team and organisation.
How? Through an integrated and holistic approach that helps align purpose, people, and practices.
If this resonates with you , let’s have a chat
click here to book a 15 minute call
Typical symptoms that the organisation has reached a Scale-Up Point are
Almost every business with real growth potential experiences this but only a fraction of them manage to move beyond this point to continue their journey to achieve their ambitions.
As an engineer, MBA and organisational psychologist, I have supported owner-managed companies in efficiently implementing important strategic changes for 10 years. Before founding my own company, I worked for Nestlé, PWC and EY.
As a young expatriate at Nestlé, I was responsible for setting up a new manufacturing department in China. My job was simple: build an operation that, within three years, would run without me
As a consultant for PWC and EY, I focused on enabling business transformations and implementing new operating models.
Those experiences were the foundation for my work with clients today. Helping them build healthy, high-performing businesses that live when they move on or retire.
My clients are typically companies whose capital consists primarily of the skills and experience of their employees, e.g. consulting firms, IT service providers, engineering firms, architectural firms, lawyers, trustees, tax consultants, but also non-profit organisations and foundations funding them.
Many of my clients face the challenge of achieving top performance with their employees in the age of work-life balance.
The projects I support are always about solving a central strategic or organisational problem together with an internal team.
In contrast to traditional consulting firms, I work with the company’s employees instead of bringing in an external consulting team.
This has the advantage that, in addition to solving the problem, internal competences are also built up and strengthened.
It’s a familiar moment in professional services: A team member submits a client report. It’s late, sloppily formatted, and riddled with inconsistencies. You’ve already promised it to the client. And now, instead of reviewing and sending, you’re spending an hour rewriting it yourself. The Default Reaction Most leaders respond with
Motivation drives performance—but many leaders still operate with outdated or misapplied motivational theories. It’s time to rethink how we engage people. Here’s a breakdown of the most influential theories of motivation—categorized into the good, the bad, and the ugly. — ✅ The Good – Theories That Still Work 🔹 Self-Determination
As the year comes to a close, many people set new goals—whether it’s getting fitter, improving their relationships, advancing their careers, or learning a new skill. But why do we so often fail to achieve the goals we set for ourselves? I have been asking myself this question a lot,
Why it matters 👉 Companies with aligned values have higher retention, better teamwork, better communication, more engagement, and thus better results. 👉 Many companies try to align values by preaching company values top-down, naively expecting employees to embrace them. 👉 However, value alignment is more than just preaching top-down
In an age of more and more home office and remote working, how can we ensure that employees behave autonomously and self-motivated in line with the organisation’s goals? By strengthening identification and commitment. For employees to act in line with the company’s objectives, these objectives must first be clear. This
“For the last year, Agility 3’s Andreas has been accompanying and supporting our professional services firm. During the growth that our company has been experiencing, through an interesting combination of hands-on and coaching, he has enabled us to focus our efforts and vision, and put in place the key organisational elements and strategic direction that is enabling our growth to be constructive and unhindered. An area that is susceptible to issues and difficulties during such development is our talent pool. He has assisted us in putting in place the tools that enable us to empower, give responsibility to and motivate key personnel whilst helping diffuse within the firm a positive spirit that is often countered by turbulent effects that organisational change through rapid growth can bring. Andreas, thank you for ensuring the continuation and development of “the smell of the place” at our firm. Professor Ghoshal would be proud!”
“Andreas and his team have been a great support to our company for our strategic and operational transformation projects. As a company that had to grow double-digit for over 20 years, we had reached the point where our structures and management systems needed to be reviewed and adapted to our current size and future growth plans. Andreas has strong analytical and broad business capabilities, yet he is also very pragmatic and hands-on in developing and implementing solutions. What we particularly appreciate about working with Andreas is his ability to connect with the people in the organization and his willingness to challenge us in an open and constructive manner. We can recommend Andreas to anyone looking for a journey partner for their business growth and development projects.”
L’ASPI (www.aspi.ch ), née comme association en 1991 et devenue fondation en 2009, a traversé diverses phases en passant d’une gestion « artisanale » de la part d’un groupe fondateur extrêmement motivé à une gestion rendue toujours plus complexe par l’ampleur et le succès de ses activités de prévention de toute forme de violence à l’encontre des enfants.
Agility3 nous a aidé à prendre du recul par rapport à notre « boulimie » de travail, à analyser la structure même de notre organisation, nos ressources, nos processus et nos activités. Il a émis des hypothèses de changement et des recommandations pertinentes en vue de pérenniser l’ASPI. Il s’est par ailleurs aussi montré capable d’une grande écoute et capacité de gérer certaines résistances au changement.
Agility3 a sans aucun doute contribué à consolider l’ASPI comme point de référence pour la thématique de la prévention de la violence envers les enfants en Suisse italienne.
Un grand MERCI!
Carry Somers: Founder and Global Operations Director
Olivier Crochat, CEO
Christian Zeyer, CEO, swisscleantech
Eric Berman – Executive Director Anna Alvazzy – Operations Director
Mike Flynn – Executive Director – Global Detention Project
Giuseppe Conti – Founder of Conti Advanced Business Learning
Carry Somers: Founder and Global Operations Director
Olivier Crochat, CEO
Christian Zeyer, CEO, swisscleantech
Eric Berman – Executive Director Anna Alvazzy – Operations Director
Mike Flynn – Executive Director – Global Detention Project
Giuseppe Conti – Founder of Conti Advanced Business Learning
Carry Somers: Founder and Global Operations Director
Olivier Crochat, CEO
Christian Zeyer, CEO, swisscleantech
Eric Berman – Executive Director Anna Alvazzy – Operations Director
Mike Flynn – Executive Director – Global Detention Project
Giuseppe Conti – Founder of Conti Advanced Business Learning
All Agility3 team members have many years of practical management experience and are thoroughly familiar with the realities of building, operating and renewing businesses. We have been there ourselves, not only as consultants but also as managers and executives leading teams along the transformation journey.
If you want be able to spend more time on strategic and value added activities, we can help.
All Agility3 team members have many years of practical management experience and are thoroughly familiar with the realities of building, operating and renewing businesses. We have been there ourselves, not only as consultants but also as managers and executives leading teams along the transformation journey.
You fill out a form with your contact details.
In this call, you can ask whatever questions you have about the strategy call and then mutually agree if we are a good fit.
If we are a good fit, we find a suitable date, time and location for the 90-minute strategy session with you.
Attend your free strategy call where we will create a high level roadmap for getting you to your goal. (This is not a sales call. If you want my help implementing the strategy and if I think we are a fit, we can book a separate call to discuss working together.)
Office Lachen
Hofstrasse 10
8853 Lachen
Office La Conversion
Chemin de la Cornèle 42
1093 La Conversion
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Office Lachen
Hofstrasse 10
8853 Lachen
Office La Conversion
Chemin de la Cornèle 42
1093 La Conversion
“Fashion Revolution is a not a typical NGO – we have something of a maverick leadership team to whom business planning does not always come naturally. We knew, therefore, that it would take a certain type of consultant to bring focus to our creative approach. As soon as we started working with Andreas, we immediately felt at ease with his calm and measured approach. Given our time and budget constraints, we appreciated the simple framework, the ease of using Notion as a platform and the clear instructions on what needed to be done between sessions.
Andreas listened more than spoke, synthesised expansive ideas into one line sentences and guided us seamlessly through the entire process of creating a strategic plan. He was professional, direct and helpful throughout. We thank him for his support in navigating this process and would have no hesitation in recommending him for any organisation looking for a clear picture on the way ahead.”
“C4DT mandated Agility3 to guide us through the definition of the center’s strategy and goals. We were really pleased with the ability of Agility3 not only to have clear processes in place to set up those goals, but also in the way they prepared the mandate and moderated the various workshops. Moreover, the support continued until the strategy was communicated and implementation started, with feedback sessions organized along the quarter. We thank Agility3 for their support and would be more than happy to recommend them!”
About C4DT: Housed at EPFL, the Center for Digital Trust brings together 12 founding partners, 34 laboratories, civil society, and policy actors to collaborate, share insight, and to gain early access to trust-building technologies, building on state-of-the-art research at EPFL and beyond.
“What I valued most is Andreas’ method that I would call a «no bullshit approach». It takes a lot of guts if a consultant dares to say: «I don’t know, but let’s think about it together» Then during the process, he listens carefully, asks the right questions in the right moment and offers advice if you get stuck. Andras helped us to navigate through a difficult time and to bring our organization one step forward, which we are very grateful for.”
“Last year our organisation was reaching the end of a 5-year strategy cycle and we needed to develop a new strategic plan. Andreas had been recommended to by another non-profit organisation.
From the beginning, Andreas impressed us with an unconventional approach, which set him apart from other consultants we had worked with in the past. Where other consultants would use standard tools, Andreas took considerable time to listen, which allowed him to apply his vast knowledge to our specific situation.
During the strategy process, which took place in a series of workshops, the whole team appreciated that Andreas created a supportive environment where people with different views and at various levels of the organisation could share their thoughts and opinions.
In the end, the team felt a strong sense of ownership for the strategic plan that was created under Andreas’ guidance.”
The following testimonial was written in 2019, when I asked Mike Flynn, Executive Director of a young NGO, if he was satisfied with the results of the strategy work we had done together in 2016.
“In 2016, Andreas Wettstein and his colleagues at Agility3 worked with the staff of the Global Detention Project (GDP) to help us produce our first-ever strategic plan. The GDP had only recently become an independent non-profit organization after operating for many years as an academic project inside a university. Not only did we have so much to learn, but we were also somewhat resistant to many of the ideas and exercises that we now understand to be critical aspects of any strategic review process. Andreas did a remarkable job impressing upon us the importance of the process and guiding us through it. The end result speaks for itself— the strategic plan that we developed with Agility3 has proved to be an invaluable resource helping us turn a fledgeling research project into a thriving and self-confident NGO.”
“As I started my reflection on how to scale my business, I had so many doubts and so many possible choices. Andreas helped me, in only a few hours, to define a clear strategy for my business.
I loved the fact that he considered my personality and values in his coaching. Now that I have this clarity, I can approach customers and partners with confidence and enthusiasm.”
