Why Ameritum?

A Truly Inspiring Circle of Experts There are moments during a business trip that stay with you long after you have returned home. Not because of the places you visited, the meetings you attended, or the miles you traveled—but because of the people you met. Over the past months, I have had the privilege of traveling to different corners of the world. Every destination had its own character, its own traditions, and its own way of seeing the world. Yet everywhere I went, I encountered something remarkably powerful: people with passion, purpose, and an unwavering commitment to excellence. I met experts who don't simply perform a job—they live their mission. People who bring together deep technical expertise, genuine curiosity, and an inspiring sense of ownership. Individuals who constantly strive to make things better, not because they have to, but because they genuinely care. What moved me even more was the human side behind the expertise. Each of them is a proud ambassador of their country and culture. Through countless conversations, shared meals, laughter, and honest discussions, I gained insights that no book, presentation, or strategy workshop could ever provide. Every encounter expanded my perspective and reminded me that true innovation begins with understanding each other. At the same time, these remarkable colleagues are outstanding ambassadors of Innomotics. They embody our values every single day—not through corporate slogans, but through their integrity, collaboration, customer focus, and commitment to making a positive impact. As leaders, we often talk about transformation, innovation, and growth. But none of these are driven by technology alone. Transformation begins with trust. Innovation begins with curiosity. And sustainable success begins with people who inspire one another to think beyond borders, challenge assumptions, and learn from different perspectives. This journey reinforced something I have always believed: leadership is not about having all the answers. It is about creating connections, listening with genuine curiosity, empowering talented people, and building an environment where diversity of thought becomes our greatest competitive advantage. I return from these travels not only with new ideas, but with renewed energy, deeper gratitude, and even greater confidence in what we can achieve together. To everyone I had the pleasure of meeting: thank you. Thank you for your openness, your passion, your hospitality, and your willingness to share your knowledge and your culture. You made this journey unforgettable. The world may be divided by geography, languages, and time zones—but great people have an extraordinary way of making it feel surprisingly small. That is the true power of global collaboration. And that is what great leadership is all about.

Von der Buchidee zum Bestseller – ein Wochenende voller Impulse, Klarheit und inspirierender BegegnungenVom 29. bis 31. Mai 2026 trafen sich im Hotel „Das Bergschlösschen“ in Bamberg Unternehmer, Expert und angehende Autor, um gemeinsam mit Peter Buchenau an einer zentralen Frage zu arbeiten: Wie wird aus einer Idee ein Buch, das Menschen erreicht und Wirkung entfaltet?Alle Teilnehmenden verband der Wunsch, ihre Erfahrungen, ihr Wissen oder ihre persönliche Geschichte in einem Buch festzuhalten. Entsprechend intensiv wurde diskutiert, hinterfragt und weiterentwickelt. Aus ersten Gedanken entstanden tragfähige Konzepte, klare Botschaften, prägnante Titel und belastbare Strukturen.Geleitet wurde der Workshop von Peter Buchenau, Autor, Herausgeber, Redner und einem der erfahrensten Buchmentoren im deutschsprachigen Raum. Als Herausgeber und Mitautor von mehr als 100 Büchern weiß er genau, worauf es ankommt, damit aus einer Idee ein erfolgreiches Buchprojekt wird. Seine Erfahrung, seine Klarheit und sein ehrliches Feedback machten ihn zu einem inspirierenden und zugleich praxisnahen Begleiter.Ein besonderer Mehrwert bestand darin, dass die Teilnehmenden ihre Buchideen nicht nur entwickelten, sondern bereits auf eine konkrete Veröffentlichung ausrichteten. Die geplanten Werke sollen über Ameritum in den Springer-Gabler-Buchreihen „Chefsache“ und „Fit for Future“ erscheinen – ein klares Ziel, das dem gesamten Workshop zusätzliche Verbindlichkeit verlieh.Ebenso wertvoll war der intensive Austausch innerhalb der Gruppe. Unterschiedliche Perspektiven, offenes Feedback und gegenseitige Inspiration schufen eine Atmosphäre, in der Ideen wachsen und sich weiterentwickeln konnten.‍Die Rückmeldungen sprechen für sich„Ein großartiger Workshop in bester Ameritum-Qualität – inspirierend, klug, praxisnah und mit genau der richtigen Mischung aus Substanz, Humor und Ermutigung.“– Susanne Krüger-Lampe„Zur Halbzeit waren Ziel, Titel und Richtung bereits klar. Das ehrliche, knallharte und gleichzeitig herzliche Feedback hatte unmittelbaren positiven Einfluss auf unsere Arbeitsergebnisse.“– Ronny Mees„Der Austausch war ausgesprochen wertvoll und inspirierend. Der Anfang ist gemacht. Jetzt gilt es, die eigene Buchidee zu Papier zu bringen und daraus ein wirkungsvolles Buch entstehen zu lassen.“– Marco SteidelFür uns zeigt dieses Wochenende einmal mehr, was das Ameritum-Netzwerk auszeichnet: Menschen zusammenzubringen, die voneinander lernen, sich gegenseitig inspirieren und gemeinsam neue Möglichkeiten erschließen. Der Austausch mit erfahrenen Persönlichkeiten und engagierten Unternehmer schafft genau den Rahmen, in dem aus Ideen konkrete Projekte werden.‍Drei Teilnehmer. Drei Buchideen. Drei Buchverträge.Das Ergebnis spricht für sich: Alle drei Teilnehmenden erhielten einen Buchvertrag bei Springer Gabler.Wir sind überzeugt: Erfolgreiche Bücher entstehen nicht durch Zufall. Sie entstehen dort, wo Erfahrung, ehrliches Feedback, ein starkes Netzwerk und konsequente Arbeit zusammenkommen.Genau dafür steht Ameritum.‍Unser Anspruch ist es, Menschen mit einer wertvollen Idee so zu begleiten, dass daraus ein Buch entsteht, das veröffentlicht wird und Wirkung entfaltet.Dass Marco Steidel, Susanne Krüger-Lampe und Ronny Mees diesen Weg nun mit einem Buchvertrag bei Springer Gabler fortsetzen, bestätigt diesen Anspruch auf eindrucksvolle Weise.Das Workshop-Wochenende legte dafür die entscheidenden Grundlagen: Ideen wurden geschärft, Zielgruppen definiert, Konzepte hinterfragt und Botschaften auf den Punkt gebracht. Vor allem aber entstand die Klarheit, aus einer Idee ein professionelles Buchprojekt zu entwickeln.Es zeigt sich immer wieder: Außergewöhnliche Ergebnisse entstehen dort, wo ehrliches Feedback auf Erfahrung trifft und Menschen bereit sind, sich weiterzuentwickeln.‍Unser besonderer Dank gilt Peter Buchenau für seine Erfahrung, seine Klarheit und seine engagierte Begleitung dieses Workshops.Ebenso bedanken wir uns bei allen Teilnehmenden für ihr Vertrauen, ihre Offenheit und die inspirierenden Gespräche.Wir gratulieren Marco Steidel, Susanne Krüger-Lampe und Ronny Mees herzlich zu ihren Buchverträgen und freuen uns schon heute darauf, ihre Bücher bald in den Händen zu halten.Drei Buchideen. Drei Buchverträge. Ein starkes Zeichen.Ein Ergebnis, das uns stolz macht – und zugleich Ansporn ist, auch künftig Menschen auf ihrem Weg vom ersten Gedanken bis zum veröffentlichten Buch zu begleiten.Die Vorfreude auf die Bücher ist groß. Und ebenso groß ist bereits die Vorfreude auf den nächsten Ameritum-Buchworkshop im Jahr 2027.

Navigating turbulent timesUlvi and Vincent Aydin on the future of family businessesAs the global economy becomes increasingly volatile, family businesses are under more pressure than ever. They must unite generations, safeguard their core values, and at the same time have the courage to reinvent themselves. In this interview, Ulvi and Vincent Aydin share their perspectives on the challenges family businesses must overcome, the conflicts that can hold them back, and the opportunities created by technological innovation. Their message is clear: Businesses that embrace change today will be best positioned and succeed tomorrow.‍Mr. Aydin, how did you get involved in advising family businesses, and what motivated you to become an entrepreneur and consultant?‍Ulvi Aydin: An entrepreneur from the seventh generation of a family business had passed away, leaving behind a widow and a young child. In that situation, I stepped in and helped further develop the company in the best interests of the family. I genuinely enjoyed that experience. It is never easy for a family business to hold its own against large corporations. It is not only about developing the business further, but also about taking responsibility for future generations.When you work as a consultant for a family business, you often take on the roles of advisor, coach, and mentor at the same time. I eventually became a consultant, but I have always had an entrepreneurial spirit. After completing my education, I spent around 20 years as an employee, but I always approached my work with an entrepreneurial mindset. That meant I approached every role as if I was running my own business.‍What specific challenges, concerning leadership and succession, do you see within family businesses compared to other corporate structures?Ulvi Aydin: Family businesses face very specific challenges, particularly when it comes to generational tensions and conflicts. In many cases, they need a family therapist more than a management consultant or interim manager.Another challenge is that wealth can sometimes distort priorities. If the next generation receives one or two million euros a year, their sense of responsibility and entrepreneurial drive may not develop to the same extent. Only a small proportion of the younger generation is willing to put in the same level of effort and commitment as their parents did.Likewise, only a minority of people in leadership positions truly understand the broader entrepreneurial responsibility that comes with running a business.Too often, the focus shifts to status symbols – such as the car you drive or whether your office is equipped with designer furniture.Companies in which ownership and management are separated may appear less emotional, but they often have the advantage of making decisions based on facts rather than personal relationships. I also enjoy working with private equity firms because their decisions are usually guided by objective business considerations. In family businesses, emotions can sometimes overshadow sound decision-making. The key challenge is ensuring that the next generation develops the entrepreneurial mindset and holistic perspective needed to lead the company successfully into the future.‍‍ How has your own experience shaped your approach to advising different levels of management?‍Ulvi Aydin: I expect a great deal from the people around me. I expect them to be straightforward, committed, and willing to push themselves. No one runs a marathon without training first. In the same way, you cannot achieve real success without stepping outside your comfort zone. That is one of the biggest challenges in our society today: we expect too little from ourselves and from those around us. At the same time, we expect society and the state to solve every problem for us. We see this particularly during times of disruption. In many companies, I see employees arriving two minutes late to a meeting, getting a coffee first, and only then being ready to start. That is simply wasted time. If I have a headache before an important meeting, I take an aspirin and move on.:devider:How do you deal with the emotional and interpersonal dynamics that often play a significant role in family businesses?‍Ulvi Aydin: There are three essential principles. First, I never take sides. I act as an independent advisor whose responsibility is to the company, its owners, and all stakeholders. Second, I have to be absolutely clear. Third, real clarity is often uncomfortable – but discomfort is necessary for progress.For example, if a company is sitting on excessive inventory, my advice is simple: Write it down because it has effectively lost its value. The owner's wife, who helped create the collection, often argues that they will eventually find another market for it. My response is always the same: there is no logical reason to believe anyone will want this product five years from now. Customers don't want it today, so it's time to move on.‍You have guided companies through numerous periods of economic upheaval. What lies ahead, and how should businesses prepare?‍Ulvi Aydin: The environment is becoming increasingly challenging – economically as well as structurally. The global economy is changing, and politics is only one factor. We are entering a period of profound uncertainty, and conditions are likely to become even more demanding.At the same time, many organizations have become too comfortable with the status quo. For example, some companies employ one hundred people to perform work that could realistically be handled by eighty. Instead of driving digitalisation and optimising processes, they simply add more people.Many businesses are heading for a harsh reality check, and some will not survive these turbulent times. If your entire focus is on preserving the status quo instead of preparing for the future, you won't have a Plan B when disruption arrives. Many companies talk about artificial intelligence, but very few are implementing it in a meaningful way.‍Where do you see the biggest structural opportunities and risks for family businesses over the coming years, and how can they prepare?‍Vincent Aydin: The greatest structural opportunity lies in the willingness to innovate. Companies that modernise their sales organisation and decision-making processes today will gain a competitive advantage tomorrow. Family businesses benefit from close collaboration and strong values – but they must carry these strengths into the future.The greatest risk is the opposite: stagnation. Companies that cling to outdated structures – whether it is in sales, leadership, or in technology – will eventually be left behind by their competitors. Preparation means taking digital transformation seriously, adopting a market-driven sales strategy, and continuously developing leadership capabilities. New technologies represent one of the greatest opportunities available today.‍In your view, where do German companies currently stand, and which potential do these technologies offer?‍Vincent Aydin: Many German family businesses are still in the early stages of their digital transformation. CRM systems, artificial intelligence, and automation are often little more than buzzwords rather than an integral part of day-to-day business. There is tremendous potential in sales, particularly identify promising business opportunities at an early stage and predict customer needs more accurately. That is why should not be viewed as merely an IT initiative.Instead of spending months developing strategies and concepts, companies should start with fast, targeted pilot projects to determine which use cases create measurable value in practice. Technology does not replace people – it helps them make better decisions, work more efficiently, and deliver greater value.‍

Let's play like streetball players!Play like a streetball player. Stay unpredictable. Surprise everyone. Win before they know what's coming. Play Like a Streetball PlayerThe biggest competitive advantage is often not being stronger. It is being less predictable.The best streetball players don't follow rigid patterns. They improvise. They create. They surprise. And that's exactly why they are so difficult to defend.Business is no different.If you keep thinking the way you always thought, acting the way you always acted, and making the same decisions, you will get exactly what you've always gotten.Old patterns create old results.Growth begins the moment you have the courage to break your own routines, challenge your own assumptions, and do what others don't expect.Be creative. Be bold. Stay unpredictable.Because the competition can only defend what it can anticipate.