Our C-Suite:
Visionary and appreciative.

Only those consistently who circumnavigate outdated methodologies and opt for more innovative solutions will achieve exceptional results (what is known as “Suite” in France). Our C-Suite (indicated by the letter ‘C’ in their respective job titles), i.e. management, understands that navigating tectonic shifts in the societal landscape requires a particular mindset. And that is precisely why we value our top executives. While unique in their own ways, our C-Suite is united by two main attributes: visionary leaders with an appreciative approach.

Florian Schreitter Ritter von Schwarzenfeld,
Executive Vice President

Day to day, he supports both Dax corporations and family enterprises in addressing their individual challenges. What sets him apart? What are his core values? And what issues is he particularly engaged in?

Learn more

Simone Thomsen,
Chief Visionary Officer

She is board member for corporate development and advises colleagues on key strategic challenges associated with ongoing mandates. What is she passionate about? What does the title CVO encompass? And what are her thoughts on the future?

Learn more

Prof. Bernd Thomsen,
Chief Executive Officer

Not only is he our founder, but he is one of the world’s leading future experts. Above all, he has ensured that our firm actively differentiates itself from other global consultancies. What has he gathered from his world travels?How many innovations has he developed? What is he passionate about?

Learn more

A global management consultancy with future expertise.

Hamburg Hamburg
New York New York
Tokyo Tokyo
Austin Austin
Sydney Sydney
London London
Miami Miami
Mumbai Mumbai
Shanghai Shanghai

After giving a traditional corporate structure a try and long before Corona, we switched to dynamic offices. Our new approach (Redefine Employee Experience) has been adopted by offices in nine metropolises. Leveraging our Zukunftswissen (future-oriented knowledge), we help select companies in key industries, governments and societal actors around the world to identify opportunities for change and solve challenges faced by top management.

Who trusts us.

  • Txu Energy
  • Bouygues
  • Paychex New York
  • Deutsche Telekom
  • Rheinmetall
  • Sany China
  • Tui
  • Royal Caribbean Group
  • AEG Los Angeles
  • Burda Verlag
  • Allianz
  • Unilever
  • Lufthansa
  • Edeka
  • Santander
  • BMW
  • SwissLife
  • Panasonic
  • Norddeutscher Rundfunk NDR
  • Commerzbank

Trust is one of our most valued currencies, and confidentiality is a fundamental building block of trust. Although many of our projects are subject to extensive non-disclosure agreements, we refuse to take a stereotypical approach. Rather, we proceed on an individual basis – according to a client’s needs. From full discretion, i.e. limiting disclosure of client-specific information, to transparent publication of our results. Watch, listen, or read about what our clients think.

WHAT CLIENTS THINK OF US

Welcome to our Corporate Newslounge!

In the press.

Die Bedeutung des digitalen Assistenten für die Tourismuswirtschaft.

fvw. Die Bedeutung des digitalen Assistenten für die Tourismuswirtschaft. Interview unseres CEO mit dem Tourismus-Fachverlag fvw.

Ursache und Wirkung.

Brandeins. Ursache und Wirkung. Wie geht es weiter? Diese Beratungsunternehmen versuchen es mit ganz eigenen Ansätzen.

Gesundheit tritt an die Stelle von Religion.

Welt am Sonntag. Gesundheit tritt an die Stelle von Religion. Die ikonische Bedeutung von Gesundheit in der Zukunft.

For the press.

Who we’re passionate about working with.

CIDD.

We are committed to shifting the economy toward a qualitative model. For this reason, we have embraced the concept of quality over quantity, as it pertains to Quality Economy in other words, we focus on building lasting partnerships. We do not accept contracts that are incompatible with our company's integrity or culture. Successful completion of Cultural and Integrity Due Diligence (CIDD) qualifies potential clients for a partnership – all through a simple and effective process.

Learn more

Standard or performance-
based compensation, the choice is yours.

Using performance-based compensation, we assume up to 60% of the entrepreneurial risk, meaning clients who opt for this form of compensation typically incur 40% of actual expenses. Only in the event of a successful outcome (one exceeding the mutually defined “happy line”) is a contract-based bonus added. 40% compensation would be, as referenced in the photo, a punch in the face; that’s why we always give it our all.

Five decades of
our history.

Decade
#1.

The 80s: From conception of FutureAssets to our
first customer in Germany.

1984: Bernd Thomsen establishes a company – no employees, no clients, just an answering machine.His first client: Deutsche Bundespost, known today as Deutsche Telekom. Private television was on the rise, and prominent consultancies predicted the decline of cinemas. The theory: Why go out when you can watch movies at home? We, on the other hand, believed that cinemas would continue to thrive due to the social nature of humans. Besides, where is popcorn so delicious and kissing so romantic? With this prediction, the first FutureAsset (Sociability) was born.

Decade
#2.

The 90s: From national success to global player.

In the 1990s, our firm continued expanding nationally with a number of high-profile clients. Then came international clients in the USA (Paychex New York), China (Sany) and Japan (Panasonic). We began developing our forward-focused services (futurology) at full speed, investing in Permanent Future Research (PFR) and Customized Strategic Foresight (CSF). While we didn’t anticipate a favorable future for the music industry’s recorded music sales, we did identify a changing attitude towards ownership and sharing services - nearly two decades before car-sharing, co-working and many other facets of the sharing economy were established.

Decade
#3.

The 2000s: From an insider secret to the woes of our CFO.

"We take care of our CIDD!" That stands for: Cultural and Integrity Due Diligence. Since the year 2000, CIDD has enabled potential clients to qualify for cooperation. This process, which identifies clients we are eager to take on and differentiates them from those who aren’t a good fit, remains a minor source of contention for our CFO: without it, we wouldn’t have to forego fees. But our commitment to Quality Economy persists. After all, that's how we remain an insider secret. By the way, Starbucks opened its first store in Germany in 2002 - 13 years after we predicted the coffee boom.

For our 30th
birthday,
we were evaluated by
30 professionals.

Decade
#4.

The 2010s: From a firm to leading institution.

This decade brought about noticeable change for us, including remote work opportunities (long before Covid-19) and open collaborative workspaces in nine metropolitan cities. Everyone in our offices operates on a first-name basis. We’re highly regarded for our practices – increasingly so in media, politics, academia, and, of course, business. All of which is, in part, due to our countless interviews, international government consulting, publications, and teaching engagements. Above all, our success is a result of our expertise regarding the future – a field in which we are now a leading institution. We’re proud of how far we’ve come!

Decade
#5.

The 2020s: From the future to present day.

By the time the next US president is elected, we will be in our 5th decade of business (as of April 25). Picture this: the year is 2024. We've grown up, all while maintaining our youth. We continue to push boundaries and, together with our clients, find unique answers to questions never before asked, enabling innovations of the future to become present day realities. More and more companies are adopting a value-based approach to Quality Economy, one we began outlining in 2000. As a result, they are able to demonstrate a qualitative evolution of their performance levels and quantitatively better results.

Stop and smell the coffee!

People want to work for, buy from, and invest in companies they believe in. This is something we often discuss with our clients over a good cup of coffee. Not only is the world changing, but so are successful companies. Societal demands are steadily increasing, along with the expectations of current and future employees. What can initially seem like a daunting challenge is, in fact, the perfect opportunity to consider emerging standards early on. Read about what we did back in the day and how eye opening it was.

Read more about our purpose

More questions?
Contact us!

Send a request