From ad-hoc decisions to a clear strategy
How to use intuition and reflection to craft a sustainable business strategy and redefine leadership.
In your organisation, you pursue ambitious goals, yet the reality of business complexity demands quick decisions and deep personal involvement. To secure long-term success, you need a strategy that is easy to communicate, implement and adapt flexibly. I’ve developed a seminar that delivers immediate impact: guiding you from situational responses to a clear and powerful strategy. Your leadership becomes stronger, and you gain the freedom and focus to concentrate on what truly matters.
What I offer
You will learn to use your intuition as a powerful strategic design tool. Drawing on your personal experience and guided by simple methods, you will quickly develop a realistic and actionable multi-year plan. If you wish, the plan can be mapped to OKRs (Objectives and Key Results) for added clarity and focus.
Your strategy will be tested through constructive peer exchange and prepared for clear communication and effective follow-up. To stimulate the creative process, we also work visually and experientially. You’ll receive high-quality learning materials, and the hands-on approach will make the content tangible and help anchor your strategy in memory.
Over the course of five modules, you will craft a powerful strategy and learn how to communicate it with credibility and implement it efficiently.
Module 1
Purpose
- Introduction to intuitive strategy work
- Defining the purpose of your own work
- Exchange with other participants
MODULe 2
Vision
- Defining the desired future state
- Embodiment exercises
- Case study: Visionary leadership at a champion of the German Mittelstand
- Elaboration of the vision
MODULe 3
Outcome planning
- Contemplating your own vision
- Planning your vision for the next three to five years
MODULe 4
Goals and results
- Detailing the strategy for the next year and quarter
- One-to-one coaching on goal definition
- Preparing and delivering a strategy presentation for selected stakeholders, including feedback from other participants
MODULe 5 (optional)
OKRs, review and outlook
- Introduction to OKRs (Objectives and Key Results)
- Joint review of the past quarter
- Setting OKRs for the next quarter
Learning outcomes
- Develop a strategy for your own area of responsibility
- Learn a structured approach to accessing intuitive knowledge
- Prepare the communication of your strategy for stakeholders
- Establish a review process for ongoing follow-up
- Derive OKRs for implementation and tracking
Your benefits
- Focus on your core strategic objectives
- Simplicity in planning and follow-up
- Flexibility in a dynamic environment
- Reality check through exchange with other leaders
- Implementation with OKRs and effective leadership
Format options
Workshop with your own leadership circle
Senior leader together with 3–5 direct reports
You and your leadership team will develop a coherent overall strategy for your area. The intuitive approach creates an open atmosphere, fosters direct exchange, and strengthens teamwork. During the seminar, the strategy is prepared for communication to employees and stakeholders, and can be implemented immediately afterwards.
Seminar in a small group
4–6 independent leaders from different areas within one company or from different companies
Each leader develops an individual business strategy, reviewed and enriched through feedback and perspectives from the other participants. Confidentiality is ensured by an NDA. The close interaction during the seminar fosters lasting network connections.
Seminar in a large group
Emerging leaders from one company, max. 10–20 participants
Participants learn efficient methods of strategic business planning, including how to ensure the measurability of qualitative goals. The leadership approach gains in effectiveness and foresight, while the strategies developed—aligned with their inner stance—enhance authenticity in leadership and communication.
What my clients say
“Together with my leadership team, I participated in the workshop Intuition and Reflection in Strategy Development with Dr. Peer Wiethoff to sharpen the strategic focus of our division.
Our goal was to develop and codify a clear, long-term viable strategy in the midst of a complex and dynamic environment. We succeeded in doing so with exceptional effectiveness: within two days, we created a joint and highly authentic strategy, which we then communicated to the entire division. It now serves as the foundation of our current work.
The path to achieving it was straightforward yet far from superficial, and the shared spirit within the leadership team was significantly strengthened. This workshop was a tremendous benefit for us!”
Dr. Bernhard Boeck
Head of Real Estate Division, Stadtwerke München
“The seminar “Intuition and Reflection in Strategy Development” helps participants clearly define their own business challenges and develop the necessary strategy in a methodical yet intuitive, practical, and measurable way. Reflection is an excellent way to identify the core of the task, develop a strategy for it, and regularly review it using OKR. Intuition, especially in the form of accompanying exercises, accelerates the development process, makes it playful, and consolidates the insights gained on an emotional basis.
Thanks to Peer Wiethoff’s excellent moderation, the carefully compiled materials, and the continuous exchange with participants, the seminar is an outstanding tool for sustainable strategy development and a real asset!”
Alexander Fink
Partner, Kekst CNC
“The two-day workshop Intuition and Reflection in Strategy Development helped me, as a leader, to develop a medium- and long-term vision and strategy for my area. Peer Wiethoff took away my fear of the complex and sometimes nebulous topic of strategy. Step by step, we were guided through a mix of mindfulness elements, visualization techniques, and other methods — from vision to the operational implementation of the next steps. A real gain for my work.”
Dr. Florian Kümmel
Global Marketing Manager MRI, Siemens Healthineers
Your Trainer
I draw on more than 20 years of international leadership experience in the high-tech industry. The methods I teach are grounded in practice and refined through scientific research, specifically adapted for this seminar.
My background includes:
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Coaching and training for large corporations, mid-sized companies, and private clients
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21 years of leadership in the high-tech sector, covering sales, strategic consulting, foreign trade, and supply chain management
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Certified coach – Praxis für Entwicklung, Munich
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Certified GTD® coach and trainer – David Allen Company
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Degree and PhD in physics – LMU and TU Munich
Questions & Answers
What is meant by “intuition” and “reflection” in the seminar context?
By intuition, I mean the knowledge we have acquired through experience, but which is often hard to access through focused thinking. Intuitive knowledge frequently emerges quickly and spontaneously – for example, through sudden insights or bodily signals like butterflies in the stomach. Reflection is needed to examine those intuitive impulses, but conscious thinking takes time. Good decisions arise when rational thinking and gut feeling align, with reasoning representing cognition and gut feeling intuition.
How do we work with intuition and reflection in the seminar?
We use a variety of techniques to make both intuitive and rational knowledge accessible and to bring them into alignment.
To evoke intuition, we bypass analytical thought by working within time limits, enabling gut responses before rational mind filters them. We also use visualisation and sketching – activities that engage the right hemisphere of the brain. We pay attention to somatic markers (like a stomach feeling) to instantly interpret thoughts. Additionally, we allow contemplative moments where ideas can surface spontaneously.
These intuitive processes are complemented by reflection: verbalising goals to examine them rationally, peer feedback, translating strategy into measurable OKRs (Objectives and Key Results), and organising a quarterly review to track, adjust and adapt.
In what form is my strategy developed and documented?
You will develop a strategic plan that includes multiple components or initiatives. For each component, you define long-, mid-, and short-term goals over a horizon of three to five years. In the optional fifth module, this plan is translated into OKRs (Objectives & Key Results), which facilitates communication, performance tracking, and flexible adaptation of your strategy
What are the scientific and methodological foundations of the seminar?
The methods I use are grounded both in scientific research and in my experience in leadership roles. Key reference works include:
On intuition and reflection:
Antonio Damasio, Descartes’ Error
Daniel Kahneman, Thinking, Fast and Slow
Gary Klein, Sources of Power: How People Make Decisions
Maja Storch, Das Geheimnis kluger Entscheidungen: Von Bauchgefühl und Körpersignalen
On strategie:
John Doerr, Measure What Matters
Henry Mintzberg, Crafting Strategy, Harvard Business Review, July–August 1987
Peer Wiethoff, Progress Without Pressure: Managing a Compliance Program with Dynamic Objectives, Export Compliance in Europe Conference, Munich, February 2017
How is the enduring impact of the seminar supported?
Even during the initial two days, the seminar yields sustainable effects by developing a tailored strategy and preparing its communication. The optional fifth module, held after three months, offers an opportunity to reflect on progress and plan the next quarter—anchored in the OKR methodology and designed for independent continuation.
What does OKR mean?
OKR stands for Objectives and Key Results, a management system for goal tracking. It originated at Intel in the 1970s and was adopted by Google in 1999. Today, OKRs are widely used, including in medium-sized companies. John Doerr, a prominent US manager and consultant, helped popularise OKRs—especially through his book Measure What Matters.
Although OKRs were primarily designed as a leadership tool, they can also be used personally. They scale well; as Larry Page, Alphabet’s CEO, said: “I wish I had this book [Measure What Matters] 19 years ago when I was starting Google. Or even earlier, when I was just managing myself!”
In this seminar, you use OKRs to consolidate and implement your strategy. Using OKRs for ongoing leadership application remains optional.
What are the prerequisites for participation?
Participants should bring a real and significant strategic challenge for which they are responsible and that lacks a ready-made implementation plan—such as business unit development, a product launch, a major process overhaul, or succession planning. Any situation requiring strategic work and not having a clear execution plan is suitable. If in doubt, feel free to reach out to me.
Participants should also be open to new methods and willing to engage in exchange with others.
Do I need to be able to draw?
Absolutely not! Drawing is just one element and the quality of the sketches doesn’t matter. It’s clear that even the simplest doodles can be remarkably effective in this context.
My question hasn’t been answered here
Please feel free to contact me using the form below for a free, no-obligation preliminary conversation in which we can clarify any remaining questions.