WHAT WE DO
We promote your professional and personal progress. Our innovative teachings are focused on four pillars.
The first pillar are Learning Journeys, tailored executive education for your requirements for your requirements. We provide a comprehensive system that anticipates the future needs of your organization, by leveraging strategy execution, change management, leadership development, and cultural transformation in our curricula.
The second pillar consists of Consulting Master Classes, where we focus on creating outstanding consultants, coaches, and experts for organizational development. We share exclusive insights from over two decades of international consulting experience, working with over 20 Global 500 companies. Our approaches deliver high impact results through a combination of attitude, mindset and behavior. They are harnessed with a suite of leading-edge tools and methods of collective intelligence.
The third pillar, our Collective Intelligence Seminars, help leaders thoroughly process the Why, How and What of collective intelligence. You discover swarm organizations, agile leadership and the drivers that improve a team’s collective intelligence. It is a strategic upgrade of your leadership qualities to successfully navigate in the VUCA world.
The fourth pillar consists of a 1 week intensive program entitled Re-Invent Yourself. This immersive, transformational learning experience is for leaders and all who seek personal development to keep pace with our ever-changing environment. On this journey within, we provide a visionary set of tools, exercises and frameworks that elevate your self-awareness, mindfulness and spiritual growth.
1492 Awakening the best in life
The key success factor in shaping your life, reinforcing your eco-system with positivity and contributing productively to society, is your capacity for learning. If you cannot keep pace with the changes of your environment, you cannot thrive. Exponential times demand exponential learning. Those who learn and adapt faster will shape the future. read more
Alexander the Great is among the most influential and successful people in history. But he was also tremendously driven and restless. The Greek philosopher Diogenes, strongly opposed to material desires, considered him a slave of slaves. The tension between these two extremes resonates still today, 2000 years later. In the course of his material conquests, a bewildered Alexandre received education from Aristotle, who freed his mind of limiting beliefs. Yet freedom from his cognitive prison was only half the journey. Diogenes would’ve completed Alexander’s personal development by initiating the discovery of his inner world. However that was not to be, as Alexander died before it was made possible and his empire subsequently collapsed.
Conquering the Unknown
The American mythologist Joseph Campbell revealed in his comprehensive studies of collecting legends, myths and narratives around the world that from the dawn of mankind to the latest successful Hollywood productions, the protagonist, the hero, the one character most viewers identify with is the one who learns the most. The plots that we as a species like most all start by introducing the incompleteness of the hero by showing her live in the comfort zone. A call to adventure demolishes the comfort zone of her old world, making development inevitable. At first, the hero struggles stepping onto the path into the new world. Then she adapts on her road of trials to the new and changing circumstances. Life for the hero is uncertain there. She will only make it if eventually she experiences an inner turnaround, which transforms her into the master of two worlds, the old and the new. This is the evolutionary progress to the next stage of her capabilities and consciousness. The grammar of the “hero’s journey” demonstrates how we humans take learning as one of our highest virtues
Learning Update 149.2
Unfortunately, learning for personal development, has been a luxurious privilege of the upper class for many centuries. After a long period of stagnation and cultural setbacks, education for everyone was on the rise with the first compulsory school attendance laws in the 17th century. However, the motives of reigning class were not to foster the collective intelligence of their people but individual obedience. They wanted their subjects to stay compliant citizens, disabled to rebel against them. Their solution was simple: pedagogical concepts that foster individual performance, conformity in thinking, and heavy punishment for real collaboration or co-creation.
Until today, we still hang on to most of these principles in our education system. During a test students are strictly kept from helping their neighbours or seek help. Building on each other’s ideas during an exam is sanctioned drastically. The message this conveys is that for the really important moments in your life, in your career, in your development you have to be on your own. Of course, everybody who believes this is handicapped for collective intelligence. To realise our collective potential this has to change dramatically.
For the first time in human history, we live in times of exponential extremes. We have produced more scientific articles in the last 10 yeas than in our entire history of human kind before. 3,000 years ago, changes in the environment were so slow that most people on our planet could rely on the experiences of 30 generations before them. 300 years ago, at the dawn of the industrial revolution, these valuable experiences expired after 3 generations. Today, the big parts of our knowledge are not even valid for a whole generation anymore. We count the years until what we know is out-dated. This turns around the information flow between the generations for the first time in our history. The younger generation educates the older one. Today's kids tell the seniors how to use modern communication technologies, devices, computers, and the internet.
Today’s pace of change far beyond the world of Alexander the Great in ancient Greece and jet in awakening the best in live of leaders and eco-systesms there is more need than ever to have tutors like Aristotle and Diogenes in the integral package merged with CI:lab technology educate you and your people to find the right mind-set and behavior and direction for conquering new worlds beyond horizon. close
1492 New School of Business empowers you to discover your purpose and unlock your innate ability to realize your full potential.
HAPPINESS EQUALS PROGRESS
Self-confidence, trust, engagement and job satisfaction are threatened in these turbulent times. Our response to this often generates even more stress and frustration. In both our personal and professional lives, at school and in business, we’re taught to believe that hard work leads to success, which in turn results in happiness.
Unfortunately, this is not true — in fact, it’s the opposite. When you lead with a positive attitude and healthy mind-set, the likelihood of academic and professional success exponentially increases. Opting for happiness from the start is the fundamental driver for progress. However, the ability to change your mind-set is directly linked to your capacity to question reality and re- frame it by harnessing your cognitive, emotional and social intelligence.
Built on the latest developments of neuroscience, positive psychology and epistemology, we enable you to continuously progress in crafting your own success story.
Michael Hengl (Founding President)
Born in 1962, Michael became an entrepreneur at the age of 19 prior to focusing on academia, managing a family business following his career as an Austrian ski racer. His studies include philosophy, psychology and system theory, along with an MBA.
In 1994, Michael founded the 1492 group in Cologne, Germany, to enhance collective intelligence within organizations in balance with global consciousness. He also spent a decade researching social learning at the University of Witten/Herdecke. Today he continues to look beyond horizon, coordinating an interdisciplinary research network in exchange with the MIT Centre for Collective Intelligence in Boston, USA.
Michael is a scientific author, a blogger for Harvard Business and a life coach. He gives keynote speeches to large audiences and is an adjunct professor at several renown business schools and academic institutions around the globe.
Max Kammerer (Managing Partner)
born 1962, has studied Business Administration in Landshut and Munich. After several years as consultant at Roland Berger he joined Apple where he held different European and global management positions.
When he changed to Nokia he lead and transformed the Global Customer Service department as Vice President and then prepared for the roll-out of a company-wide organisational development program. He has long experiences and a proven track record in the holistic development of global Customer Service strategies, general strategy development and execution, as well as the design and implementation of transformation and change programs. As executive advisor, Maximilian Kammerer consults private equity and start-up companies and supports their corporate development.
As the managing partner and head of of 1492 management consultants, he leads several international projects with focus on strategy development and organizational
Peter Panholzer, born 1958 spent his childhood within a family owned small/middle enterprise. After having finished his studies (construction engineeer & business administration) he worked for many years as a trainer and consultant. Later on he changed to management and was the trouble shooter and chief production officer in a family owned Austrian industrial enterprise producing and exporting hydraulic knuckle boom cranes. He has been working as a consultant and interims manager again since 1995. He is a founding member of 1492 The Collective Intelligence consultancy and MPS Uniconsult.
He is specialised in consulting and if necessary also managing turnarounds, reengineering and reorganizations.
The combination of interims management and managing of complex projects and processes, initiating new organizational designs, clari-fying and implementing tasks/ responsibilities/ competences, accompanying mergers & acquisitions and designing supply chain processes enables companies to realize sustainable growth and change. He‘s also trained as a systemic consultant.
Dr. Mirko Zwack
Dr. Mirko Zwack, born 1981, studied Management & Economics in Witten, Germany and Stockholm, Sweden as well as Psychology in Innsbruck, Austria. His award-winning PhD-thesis revealed the power of stories in leadership.
As a consultant at 1492 The Collective Intelligence he designs and facilitates seminars in holistic transformation programs for international clients. In his work as a trainer and coach he brings in hands-on business competence as well as deep psychological understanding of leadership processes.
Mirko has been a Business Developer as well as a Managing Director of a business unit of one of Europe’s largest education companies. Furthermore he is an experienced clinical psychologist.
Since 2011, Mirko is lecturer for systemic change and consulting at multiple institutions, such as the University of Hannover, Germany as well as the Tongji University of Shanghai, China. He’s author of a book and several articles on leadership issues. Between 2009 and 2012, he was part of a team of scholars at the University of Heidelberg funded by Volkswagen foundation doing research on the key success factors of enterprises with an aging workforce.
Katja Bellinghausen (Founding Partner)
Katja began her career in 1982 as a classical actress in Germany, eventually becoming successful in award winning television shows and movies.
Since 2002, she’s developed “Shakespearience” at the University of Witten/Herdecke, a methodology that supports leaders in better incorporating and performing their role within their organisation. She conducts leadership programs worldwide in the public and industrial sector, developing authentic leaders through improvement of their stage performance skills, demonstrating how appearance and mindfulness create followership and engagement.
She is the head of the Sonar 720° team at 1492 and owns the coaching certification program for the New School of Business.
Gabriele Kaiser, born 1969, is the manager of an A1 retail store, which is the market leader in telecommunication in Austria. After completing an apprenticeship as a hotel manageress she started from scratch as a sales woman in the telecommunication sector, whereby she soon got promoted to the head of the sales department. Gabriele took the chance to become an entrepreneur in 2008 and became one of A1’s best franchise partners nationwide. Hence, Gabriele not only exactly knows how to coach a sales team, she also has broad knowledge and experience in running a business successfully.
She gave up her career as an entrepreneur in this branch in 2015 to make her dreams come true, which is why she started studying psychotherapy at the Donau University Krems, in 2013. In her studies she specialised in psychodrama, which is characterized by an emphasis on group therapy and additionally includes academic education in supervising and coaching. Now, as a coach, she gets the opportunity to combine the knowledge she gained from her studies and her long experiences in leadership.
David Rohrmann (Managing Partiner)
born in 1982, David specialized in Business Ethics and Organizational Development during his Philosophy & Economics studies in Bayreuth.
He furthered his education with International Management and Leadership Development studies in Japan. He’s been member of the 1492 board since 2012, and is the co-founder and dean of the 1492 New School of Business, offering collective intelligence seminars and consulting master classes. He is also a scientific author and publishes the Rethink Series for socio-economic change as well as blogs for the Harvard Business Manager.
David is a speaker and PhD candidate at the University of Bayreuth in the areas of Ethical Leadership, Corporate Social Responsibility and Collective Intelligent Governance.
Daniel Ziak, born in 1985. Acquired a Masters degree in finance, banking and investment at the University of Economics in Bratislava, Slovakia.
Upon completion of university, he began working for the Ministry of Labor, Social Affairs and Family in Slovakia as a financial control manager of the implementation of the EU Structural Funds Programs. After two years, he changed sectors and began working as a process expert for a major IT service and consulting company, T-Systems.
Having field experience in both the public and private sectors, Daniel aspired to broaden his perspective of global business issues and pursued his MBA at the National Chiao Tung University in Hsinchu, Taiwan focusing on entrepreneurship, new market development and strategic market management.
This hands-on experience has translated into excellent business acumen, project management experience and a dedication to guide and help others. Daniel’s leadership qualities are the result of practical application within a multi-cultural and global context.
Dr. Bernhard Schmalzl
Dr. Bernhard Schmalzl, born 1963, has joined the German Airforce, where he was a pilot. Later he has studied Mechanical Engineering (Munich) and Business Administration (Hagen). After his PHD in Engineering he joined Siemens` IT/TK Division and worked for 12 years in different customer facing units and managed up to 300 Employees in Consulting, Sales and technical field service in Germany, in Europe and global as well.
In six years of Program Management within Unify he lead a 150 people project organisation working the strategic transformation program of Unify’s service unit (6000 people). He managed a lot of get well plans, growth initiatives, cost cuttings, efficiency gains, restructuring waves and finally the biggest European Outsourcing deal in the TK industry 2015 by transferring his own department of 300 technicians to IBM.
As Senior Partner of 1492 his focus areas are:
Eco-System enhancement, relationship building and value modeling
Service: Transformation & Optimization, ITIL, Outsourcing/-tasking
Organization: Business Models, Strategy, Business Process Optimization, Change Management, KPIs, Customer Satisfaction
Charlotte Kufus, born 1992 in Berlin, studied psychology for her undergraduate degree at the University of Würzburg. During her studies she did several internships ranging from young start-up companies in Berlin such as Offtime and Toywheel, as well as for more traditional organisations like Siemens Healthcare and a part time job at a clinic for psychiatry and psychotherapy.
In 2015 Charlotte started the MSc Social and Organisational Psychology at the London school of Economics. The programme focuses on the understanding of the interaction between organisations and the people who lead and work with/in them. It draws on social science research to build new insights for diagnosing organisational problems as well as for understanding and intervening to build new organisational capabilities.
Charlotte has just finished her master’s thesis on the perception of collective creativity following a notable shift in organizations, technology and research from the admired ”lone inventor” toward more collaboration in creativity and innovation processes.
Charlotte works for 1492 in a part time capacity.
The Collective Intelligence
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New School of Business
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1492 Berlin Office