Barbara Blog Interview – Controlling   What does a vintage bus have to do with controlling and MICE crisis management?   Not a thing-at least at first glance. But it was thanks to a vintage bus that Barbara Zimmermann and I met in Latvia in 2018. Her amazing vintage bus (http://oldtimerbus-mieten.eu) was impossible to miss! And our paths continued to cross throughout the trip. We saw one another at tourist attractions, where we’d give each other a quick nod or hello. Then we went our separate ways. Later, on the ferry from Liepaja to Travemünde, we actually got to know one another, quickly realizing how much we had in common, including the fact that we’re both systemic business coaches! And we’ve been corresponding regularly since then.   I’m thrilled to welcome Barbara Zimmermann to MICE crisis management meets, where she’ll focus on the topic of controlling.   You’ve been working with Fresenius Medical Care as a partner and financial controller since 2002. You are also trained as a systemic coach. What’s the connection between systemic coaching and controlling?   Let’s start with coaching. In my opinion we can divide systemic coaching into two groups. In group A, we have people who want to change something about themselves: their behavior, their leadership capabilities, their conflict management skills, or their ability to present themselves with confidence. There’s no concrete goal. Instead, the people in this group want to learn how to help themselves. They want to be asked the right questions and to learn from experience so they can react and intervene effectively.   Meanwhile, the people in group B want a sparring partner to help them reach their goals. They’re looking for tips and information, and of course someone who listens to them. These people have a goal and want honest feedback in order to build confidence in their decision-making skills. And when we talk about goals, planning, and decision-making, we’re getting close to the responsibilities of a controller.   In the past, controllers were responsible delivered numbers. These days, and going forward, the expectation is for controllers to act as business partners, on par with management. Controllers deliver information in the form of KPIs, propose solutions to problems, and help business leadership reach their target goals. Both coaching and controlling always involve a task or a goal. Many business decisions often involve political or psychological factors-there again we have aspects that relate to coaching. Modern-day controllers also have to be facilitators. In other words, they have to ask the right questions and play a key role in shaping the path to success.   I associate the term controlling with the world of finance or business administration. What exactly is controlling and where does it apply?   Controlling is a fundamental part of business administration. It helps leadership and management steer and direct the company or the business unit.   Perhaps we can also categorize some controlling tools as precautionary measures. If I’m aware of my processes, my costs, my profitable products or even my loss-generating projects, then I can react quickly and make effective decisions as an entrepreneur.   For me, taking precautionary measures means paying attention to early warning signs, such as out-of-control costs, or employees who are frustrated or contribute little to the company.   If we ignore these early warning signs and there’s a shift in the market-for example, if a new competitor appears on the scene and offers the same product or service-then as entrepreneurs we need to have a handle on our numbers, processes, and profit margins.   In this day and age, controlling isn’t just about short-term tasks like putting together monthly financial figures, or issuing monthly financial statements as a tax accountant would. Besides being responsible for operational issues in the short-term, controllers also take on strategic tasks that have a long-term (3 to 10 year) impact. This is why the literature divides controlling into two categories: strategic and operational. Let me explain the difference…   Yes, what do you mean by the idea that controlling can be divided into strategic and operational categories?   There are even more categories, but these two are the best known. Strategic controlling, as the word suggests, is oriented towards the future development of the company. Where does the company want to be in 3 to 5 years, what new products and services do they want to add, where do they want to expand or cut back? How is the company positioning itself in the market? Where does it stand in relation to its competitors? What are the company’s strengths? Why are they offering this particular product or service, and how is it useful for customers? Are they acquiring new customers, and/or how can they increase satisfaction among their existing customers? What are the risks in the market, and in the company? What opportunities does the company’s leadership see? These are the types of questions involved in strategic controlling, which is all about ensuring the company’s long-standing survival.   In operational controlling the focus is on whether the company is making a profit, what’s going on with respect to liquidity, how much revenue each product/service generates, and what goals the company wants to achieve in the next 1 to 3 years. Traditionally, the company and each of its departments set goals, analyze discrepancies, and take action to get the company back on track or adjust estimates for the future. Generally speaking, the company prepares an overall 1 to 3-year budget that also includes subsidiary plans. However, every company is unique and has a different focus. Sometimes the focus is on liquidity. Other times, it’s about whether to contract out for a service or create it in-house, whether to develop new products, whether to expand and open new locations, or whether to set up cooperation agreements with other companies. The range of responsibilities is as extensive as it is exciting, and I believe companies should start to implement controlling measures from day one.   The idea that controlling can be used in areas like marketing is exciting to me. Can you describe how to apply a controlling process in a marketing context?   Depending on its size, a company can use controlling processes in all areas of operation (HR, sales, IT, purchasing, etc.). As I mentioned above, it’s about goals, actions and ultimately assessing whether the company reaches its targets and what corrective measures they want to take. In a marketing context, controlling traditionally centers around so-called sales promotion methods, such as advertising, customer care, market surveys, etc.   So we can measure things like the effectiveness of advertising campaigns, and whether new customers like new products or prefer those of the company’s competitors. We can use tools like customer surveys and offer new sales channels, such as online consultations. Marketing and sales are closely interrelated. In the best cases, companies periodically review their KPIs (which are self-defined) in the form of regular reports, and marketing teams develop action plans based on those key performance indicators.   Controlling also uses tools from crisis management. Do you use the term crisis management in controlling, or does it have another name, like process review?   Before a crisis occurs, there are usually a number of early warning indicators. If a company keeps these indicators on its radar, it can react before the situation reaches a crisis point. Larger companies have their own crisis management teams. They create codes of conduct for employees in the event of a crisis (e.g. a pandemic), drawing them up in advance and testing them regularly. Ideally, there’s a crisis team in place that can steer the company safely through a crisis.   But a pandemic doesn’t necessarily have to constitute a crisis for a company. There are other early warning indicators that can signal an impending crisis within a company.   Many of the risks companies face are predictable. They develop slowly and gradually.   According to a survey by the BDU (The Federal Association of German Management Consultants), these are some of the most common early warning indicators in the following areas of business operations:  

• Finance: cash flow, liquidity, billing periods, return on sales
• Corporate strategy: dependence on customers, suppliers, employees, and capital investors; how knowledge is secured; how transfers of know-how are structured, how new products are developed
• Market, environment, industry: sales growth, customer payment habits, pricing compared to competitors, customer structure, changes in the social climate (e.g. shifts in values, climate protection)
• Performance management: acquisition and order processing, incoming orders, procurement
• Human resources management: sick leave rates, fluctuation rates, employee suggestions for improvement, age and gender structures
• IT: data protection, availability of IT systems
• Compliance: adherence to legal requirements as well as internal company regulations
• Security: prevention measures against cyberattacks

  What does an early warning system look like in a controlling context? Is there a particular monitoring tool you use? Can you explain it using marketing controlling as an example?   It’s really difficult to name a specific tool in this case. My specialty is in production controlling, not marketing controlling. In general, we can say that early warning systems are designed to deal with the future. In marketing, we talk about the 4 Ps: Product, Place, Price, Promotion-in other words, communication. And here’s where companies need to assess whether they’re communicating correctly-that is, whether they’re communicating through the right channels (Facebook, newsletter,…) with the right customers. They need to look at their competitors’ prices, which trade shows they should attend, whether they can offer their products in online formats, sell online, etc., etc. The Pestel method (https://de.wikipedia.org/wiki/STEP-Analyse) might be a useful tool here, though I’ve never used it myself.    Is there an early warning system for each phase of controlling?   Of course.   Plan -> Actual values -> Deviations   Deviations are always analyzed and assessed in terms of whether they are “sustainable,” whether they will correct themselves in the coming days/weeks-or whether they’ve already been corrected.   https://rsw.beck.de/cms/?toc=BC.940&docid=81621   When it comes to controlling, what types of factors do we need to pay attention to in order to ensure success?   Well, I think controlling systems need to fit the company-not too big, not too small. In a small company with 2-5 employees, I would start with what I call “controlling light,” focusing on factors like solvency and liquidity, and minimizing dependencies on customers, suppliers, and employees.   If a company intends to grow, its controlling systems need to grow along with it. At some point companies develop their own functional areas, and this is when controlling can become very complex-especially when it comes to calculations around products and services. An important factor that contributes to success is to know your processes and document them from the beginning; it’s also important to pay close attention to the quality of original data when using an ERP system. The better the database, the better and more accurate the reports, and the easier it is to evaluate the data. Management aren’t the only ones who require this information-banks, investors, and/or large customers do as well.   Can you describe any helpful tools you use for problem solving?   The problem-solving tree is a great tool. With this method, problems or issues are described as causes and placed at the root level. The effects of the problems appear in the tree’s branches. By laying out the issues, the causes, and the effects this way, we can easily clarify problems, explore possible solutions, and make quick decisions to resolve them.   The problem-solving tree helps minimize discussion time and finger-pointing and enable people to focus on addressing problems in a more productive way. What comes to mind when you hear the terms KPIs (key performance indicators) and controlling?   “What you can’t measure you can’t manage.” I think this quote from the great management expert Peter Drucker is the best way to sum up the importance of KPIs.   KPI’s are key performance indicators, i.e. ratios, and they are a very important tool in controlling.   Are there any other valuable tips you‘d like to share with readers?   For me, controlling needs to be part of a company from day one. When it comes to solopreneurs or small business owners, I recommend starting with “controlling light.” I think you should check your financials at least once a week, and preferably do a bit of marketing, too. The larger the company, the more important those financial figures become, since they reflect both the financial and overall health of the company.   Depending on the nature of the business, these financial figures could include sales figures, the number of website clicks per day, production volumes, customer satisfaction, clinical trial results, etc., etc.   Here’s an example of how helpful it can be to apply the principles of controlling to everyday life: An acquaintance of mine regularly takes advantage of the preventive medical checkups offered by his doctor. After each check-up, he has his test results printed out and compares them with the previous year’s numbers. The last time he was doing this comparison, he noticed something in his bloodwork: though some values were still in the “green zone,” they had been steadily increasing. Concerned, he approached his doctor, who hadn’t noticed the change. As it turned out, this was an early-stage indicator of cancer, which they were able to treat before it became life-threatening.   “In my opinion, prevention is better than aftercare, in life and in controlling.”   These are your words, and I think they’re a great way to conclude our MICE crisis management meets blog today. Thank you very much for your excellent insights on the topic of controlling.   Here are my lessons learned for MICE crisis management from my conversation with Barbara Zimmermann:

• Controlling isn’t just a tool for business management structures. We can apply it in many other contexts, too.
• Early warning systems are and remain essential in controlling as well as crisis management. Prevention is always better than aftercare!

  The problem-solving tree is a great tool for finding solutions and making decisions. In MICE crisis management, I would use this tool in the preparation phase, assessing the risks and then working out scenarios based on the information gleaned from the problem-solving tree. In the acute phase of a crisis, however, I’d prefer to work with FORDEC. About Barbara Zimmermann Barbara Zimmermann has 30 years of professional experience as a controller, business partner, tax expert, systemic coach and HR trainer.   She has been a business partner in the controlling department of a DAX-30 company for nearly 20 years. Every day, she applies her coaching and training expertise to perform at the highest levels in an ever-changing international environment. She enjoys communicating with people, supporting them, and finding ways to combine psychology with the world of numbers.   Her ambitious goals extend to her private life, too. As a multiple marathon runner, her motto is: “there is only one proof of ability: action.”

Der Beitrag MICE crisis management meets: Barbara Zimmermann erschien zuerst auf BE ready.

How are the government’s pandemic-related promises affecting the population? These promises signify trust, hope for change, a positive outcome. They also suggest that the government has the situation under control, giving people the impression that someone is taking responsibility, that someone has a plan! But what happens when it’s not possible to keep such promises?

During my training as a crisis manager, I learned that crisis communication is one of the most important aspects of crisis management. I also learned that we should avoid making promises during a crisis!

Why? Critical situations or crises involve too many unknowns that aren’t apparent at first glance. In my 19 years of experience in the MICE industry, I’ve seen time and again how fast information travels. And how seemingly minor challenges can quickly escalate into issues of major concern. On top of that, our experience in the pandemic shows how important the human factor can be, how much individual behavior can affect the success or failure of crisis-related initiatives. Given all these factors, there’s a high risk of failure when it comes to fulfilling promises made during a critical situation.

But what exactly is a promise?

A promise is a personal, unilateral commitment. It involves someone “giving their word” about a subsequent action or a future event. A promise comes from one person and is directed at one or more persons.

A broken promise or empty words can trigger disappointment, often deep disappointment, in those who believed the promise. In some cases, this disappointment can lead to anger, rage, fear, or frustration among individuals and in the broader population.

The more often promises are broken, the less
trust
: People have in the individuals or institutions that make those promises.

That said, I don’t want to be too hard on the people in government*. This pandemic is an incredible challenge, and I doubt many of us would want to take on the job of dealing with it right now. And I’m sure the government made its promises with the hope and intention of keeping them.

However, in these types of situations, it’s crucial for professional crisis teams to know and use what I call the “no promises code” to avoid losing the trust of the people and damaging their reputations beyond repair.

The “no promises code” = to achieve a goal without making any promises. How does crisis communication work?

If we revisit our definition of a promise, we see that it refers to a subsequent action, a future event, or a future goal or result.

During a pandemic or a crisis, people want to perceive a clear path forward. They want to see that we’re working on solutions. In crisis management, this is why we only focus on the current situation and the facts we know in the moment. We provide clear information about current measures. In this way, we use communication as a means of achieving a future goal-without making promises we can’t keep.

Observing the current situation, what can we learn when it comes to our events, which will continue to be subject to ever-changing circumstances?

And in the context of events, what elements should we consciously incorporate into our MICE crisis communications in the future?

Here are my lessons learned:

• Crises are always dynamic! In a crisis, there are many factors we don’t know about and/or that we can’t influence. So there’s a high risk that we won’t be able to keep the promises we make in a critical situation or crisis. Particularly during a pandemic, we also need to comply with the latest government regulations.
• Broken promises can irreparably damage the trust of participants*, exhibitors*, employees*, and other stakeholders* and can permanently harm the reputation of the event and/or the organizers.
• Crisis communications should include clear statements that make no promises.
• Crisis management must be honest, explicit, situation-appropriate, transparent, and based in fact!
• It’s essential to develop a media strategy that incorporates the “no promises code.”
• Successful communication requires that media spokespersons and/or management be well prepared. Media trainings and talking points are helpful preparation tools here.

Der Beitrag MICE Crisis Management erschien zuerst auf BE ready.

And what about the hygiene officer for events?

I love asking children what they want to be when they grow up. And you can actually ask this question anew every year. Because ideas change with age. Alganon (5 years old), my little neighbor, has two wishes right now: astronaut or soccer player. Preferably both! Footballer in the morning and astronaut in the afternoon. But on further reflection, he then says that both could be too strenuous. (I have to change all the time). But why not? Who knows what the world will look like in 20 years’ time. And maybe Alganon will actually become a professional space soccer player. Who would have thought that the profession of hygiene officer for events exists today? Who would have thought that a pandemic would keep us busy for so long?

Space soccer? A vision of the future?

And with this story of the little space soccer player, I would like to build a bridge to my guest today, Rüdiger Strattner. You have realized a topic close to your heart in 2021. The harvest helper podcast.

Would you like to briefly explain what it’s all about?

For the podcast, I transform myself into the harvester who helps professionals from art & culture to harvest what they have created so far in their professional careers. The focus is always on the value for people who are thinking about whether this area could be something for them in the future. In addition, each episode increases the general visibility of the various professions in the event sector. And there are also lots of exciting and entertaining stories to listen to.

When Alganon is a bit older, I’ll be happy to recommend your podcast to him. Who knows what he wants to be when he’s 18 years old. And MICE crisis managers will hopefully be an integral part of the event industry. Thank you for having me in
episode 10
#theharvesthelper podcast.

The idea behind my blog post MICE Crisis Management meets…..is to present different professional fields that have to do with crisis management. The topic of crisis management is very diverse and may have a completely different name in different industries, but no matter what name ‘crisis management’ goes by, all of these situations involve solution-oriented action and people. There are many synergies when it comes to creating hygiene concepts, from risk assessment to action plans and communication.

Therefore an exciting topic for MICE crisis management meets….

Rüdiger Strattner, Senior Event Producer and Hygiene Officer

You have been 1999 master craftsman for event technology and has supervised many great projects since then. We have also known each other for many years from my time at Messe Berlin. Back then you were in charge of the IFA Red Lounge as technical project manager. Your position as hygiene officer is now new. Without the pandemic, this topic would not have become so relevant for our events. And a few years ago, we probably wouldn’t have believed that this profession had a future in the event industry. How did you come to be a hygiene officer?

Duden and Wikipedia are also my favorite sources, especially when I’m not quite sure about something. And so I looked up the term “hygiene” in the dictionary quite early on last year.

And what it says could not have been more motivating:

Hygiene = the totality of measures in various areas to maintain and raise the level of health and to prevent and combat diseases.

I knew that sounded like Team Sport, so I’m in!

And how do you combine hygiene with your professional career to date?

At the end of the 1990s, I was one of the first people in Germany to take part in the “Master Craftsman for Event Technology” training course. Before that, there was only the title of stage master, but this was not comparable nationwide.

Last year, I realized early on that it was time to establish a new, contemporary qualification. Although there are still no truly standardized national qualifications in the field of hygiene for events, I am very satisfied with the training I have completed. Since the beginning of June 2020, I have had an IHK certificate for the title “Hygiene Officer for Health / Care”.

As a result, I now travel a lot, advising in advance, writing and managing hygiene and infection control concepts and supervising events. Nothing has really changed for me, the focus is just different now.

It’s now July 2021 and so far there have been few or no events in most countries. We therefore still have little experience with hygiene concepts. Test events have been held in Berlin and Barcelona, among other places. And now the European Championship is underway in various European cities. The first major trade fairs, such as Mobile World in Barcelona, were also held.

Through your current assignments, you have already been able to help shape one or two hygiene concepts or actively implement concepts on site. What should organizers, for example, pay attention to when creating them?

In the past, it was enough if someone wanted to realize an event idea and the financial framework was given. That is no longer enough! Depending on what is to be implemented, the framework within which it is possible must be worked out in great detail.

What is exciting at the moment is that completely new constellations are being added. In the past, a city’s local health department was involved in approval processes via established routines behind the scenes. Today, the central assessment of an event concept is often on the table there. So it was important for me to “practise” communicating with the employees there over the last few months.

The two most valuable tips at this point:

A: Be brief with basic statements! In case of doubt, the other person knows more about the background to the pandemic than you do.

B: convey a simple, clearly understandable idea of the planned event in your concept. The easier it is for your counterpart to get a consistent picture of the planned event, the more likely it is that they will support you.

I’m looking forward to hearing about your experiences over the last few months. How well did employees or participants accept the hygiene measures?

As part of a TV production that I regularly supervise as a hygiene officer, I recently received completely unexpected support from the VBG. This is because it closely tracks and evaluates what is published on the relevant social media channels. And if this is too much at odds with what is currently required, the VBG sometimes turns to the broadcasters concerned. In our case, everything was fine, but we seized on the momentum of the campaign and used it to keep acceptance of our concept high. Incidentally, the excellent concept comes from Conception Bay GmbH, for whom I work there on a freelance basis.

In general, I have found that it is not possible to immediately see how each individual feels about hygiene and infection protection measures. My impression is that the longer the pandemic lasts, the more people will lose their willingness to abide by the rules. This makes it all the more important that the measures are supported and endorsed at management level without any hesitation.

Last fall, together with Marianne and Verena Rogler, I wrote and was responsible for the concept for the premiere of the new musical production “Himmel und Kölle” in Cologne. The producer and director incorporated all the agreements made into all the processes. This created an atmosphere of “togetherness in difficult times” and it was never necessary to point something out as a warning or even just a reminder.

However, my experience shows that this is unfortunately quite an exception. All too often I have the feeling that a certain spirit of rebellion is associated with this as soon as there is no longer any observation that the measures are no longer being adhered to independently. This is a shame, of course, as it openly plays into the hands of the pandemic!

What I still find confusing is that it’s not entirely clear who gets to write the concepts?

I can’t give you an absolute answer either! The first step is to determine which people are where and why. This is actually easiest in a professional working environment. There, for example, the “SARS-CoV2 Occupational Health and Safety Standard”, which comes from the Federal Ministry of Labor, has been in force since 16.04.20. I write “actually” because we have probably all seen a lot of examples by now of people not ensuring that the appropriate measures are in place and that compliance with them is checked, especially in a professional environment. Please always make sure to use the latest versions of the corresponding texts.

As soon as guests are invited to an event, the operator’s liability applies in the same way as for all other hazards to which a guest could be exposed in case of doubt.

The decisive factor is always to start locally, look through the specifications that apply to your type of event and then decide what is needed. The “Kölner Amtsblatt” is a good example here, which has repeatedly communicated very decisive guidelines in recent months, which then first had to be “linked” to the rules at state and federal level.

I am currently very unhappy about the fact that an inflationary number of people are completing further training to become hygiene officers who have never before taken on responsibility in a managerial role!

It takes experience and the right mindset to develop a concept that achieves the protection goals and is implemented and maintained with vigor!

This means that we need two different positions. The author of the hygiene concept and someone who then implements the concept on site?

This does not necessarily have to be the case, but a good concept gives the people who take responsibility on site everything they need to be able to make decisions in any situation.

I reserve the right not to act on any request for event support if I am unable to fully support the subsequent concept!

As an event organizer, how can I check what needs to be included in a hygiene concept? Which elementary building blocks should be present?

There are several providers online who regularly update their offers and provide valuable information. There are certainly comparable providers, but I would simply like to refer you to the EVENTFAQ page. In relation to your question, I recommend starting with the “Event planning checklist under Corona”

An important topic is how to deal with participants who test positive on site.

This case must be played through in all facets of the individual concept! My recommendation is never to plan and organize the testing yourself if you have no medical background! In recent months, service providers everywhere have specialized in taking on this task as required by the corresponding hygiene and infection protection concept. Ideally, this should be discussed in detail with the relevant service providers when the concept is being drawn up.

Currently, “the stress” on site usually begins with a positive rapid test. The important thing here is that you don’t have to look at page xy of a comprehensive concept first. What is much more valuable now is a clear, simple overview – preferably laminated in A4 format and clearly visible on the wall – on which employees can immediately see what needs to be done.

Positive test results can very quickly lead to deep unrest in the team on site. It is therefore very important to have prepared statements and the corresponding distribution lists ready. I think your expertise in crisis management is really needed here! Otherwise, a very dynamic bushfire of assumptions and conjectures can quickly develop.

Is there a hygiene concept guideline here?

I have not developed any guidelines myself that I could make available here. This also has to do with the fact that the temporal development of the pandemic must always be included in all considerations as up-to-date as possible. And there are always massive regional differences in the relevant legal requirements.

When you start thinking about your individual event, the very first thing you should do is read through the Corona Protection Ordinance that currently applies to you in full. If you shy away from this effort, simply integrate an experienced hygiene officer into your project right from the start. These are specialists like me who deal professionally with the latest developments on a daily basis and are usually well networked with each other.

However, if you want to do more research yourself first, you will find two very valuable starting points here:

In the professional environment, I clearly recommend the VBG guidelines! A very good starting point is the “VBG Hygiene Plan SARS-CoV-2”

The German Hotel and Restaurant Association (DEHOGA Bundesverband) reacted very quickly last year and provided very valuable basic material. Here I recommend accessing the “Requirements & practical aids” section of the DEHOGA homepage

Are there any valuable tips you would like to pass on to readers?

The impression is often conveyed that there is currently no room for maneuver. This is partly true, for example, where large numbers of visitors are involved. However, I always recommend taking a sporting approach – try to do as much as is possible in good conscience while committing to the goals of combating the pandemic!

The event industry has many wonderful professionals with decades of experience. But when it comes to working conscientiously under pandemic conditions, we are all just beginners! Properly understood and accepted, this can lead to a wonderful beginner’s mind, which otherwise sometimes doesn’t exist due to routine.

I am experiencing this here in Cologne, for example, with some theaters and restaurants that have made themselves available as citizen test centers. Every day we discuss what the trends are and what will be possible again under what future conditions….. Still – as things stand today – mere hope, but at least with the collective backing of those who are taking part!

‘Hygiene is a team sport, everyone has to take part!

That’s what you said in our preliminary talk and I think it’s a fitting conclusion. Because only together can we, meaning each and every one of us, help to ensure that future events can take place in a hygienic manner.

Many thanks Rüdiger for these valuable tips!

Rüdiger Werner Strattner, born in 1968, loves the stage and art.

Rüdiger Strattner has been a master craftsman in event technology since 1999. Rüdiger has been successfully self-employed since 2006 and in 2007 he directly said goodbye to a piece of German television history by supervising the last three Dieter-Thomas Heck programs as stage manager for ZDF. In 2015, as part of an outstanding creative collective, he took part in the tender for the two new news studios of the Chinese state broadcaster CCTV. The tender was won and today the whole of China is watching the news from the studios that Rüdiger helped to develop. His design for the trade fair appearance for “Electronic Arts” at “gamescom” received the “Best Booth” award in 2017. In 2005, he was a founding member of the non-profit association “Human Study e.V.”, where he was a member of the board from 2012 to 2018. In 2020, he completed further training, which he completed with the title “IHK-certified hygiene officer for healthcare and nursing”. Since January 2021, he has been producing the “Erntehelfer Podcast”, in which he presents one interesting person from the world of art and culture per episode.

Der Beitrag MICE crisis management meets: Rüdiger Strattner erschien zuerst auf BE ready.