Grammy winner Christian Gansch, highly regarded internationally as a conductor, producer and consultant, was born in Austria in 1960. His book "From Solo to Symphony - What businesses can learn from orchestras" was published in 2006, and he is a keynote speaker of the highest calibre.

From 1981 to 1990 Christian was leader of the Munich Philharmonic Orchestra. He then moved into the music industry and produced over 190 CDs worldwide with artists such as Pierre Boulez, Claudio Abbado and Anna Netrebko. Winner of four Grammys, amongst many other international awards, Christian lectures in German and English. 
He was the recipient of the Record Academy Award Tokyo, for conductor in the category "Best Concerto Disc" for Beethoven's five piano concertos, and as a producer for Mahler's 8th Symphony with the Berlin Staatskapelle under the baton of Pierre Boulez.

During his time as a conductor Christian worked with the English BBC Orchestra, the City of Birmingham Symphony Orchestra, the German Symphony Orchestra Berlin, the Russian National Orchestra, the Orchestre Philharmonique de Radio France in Paris and the NHK Symphony Orchestra Tokyo. He conducted Beethoven's 9 symphonies with the Orchestra Teatro La Fenice in Venice in 2004 and gave his Proms debut at London's Royal Albert Hall. As an opera conductor, he celebrated success in England with Mozart's "Marriage of Figaro."

With two distinct perspectives of the musical world, as a musician and as a manager, he has been able to create a unique coaching concept, which demonstrates the similarities between orchestras and company structures.
Gansch compares these similarities and demonstrates what companies can learn from the complex structures in orchestras, which outwardly look like a perfect unit to the audience. Orchestras with their high potential for human conflicts, leadership issues and complex integrated communications are a perfect example of how to bring a huge variety of specialists and instruments together to form one integrated harmonious unit.

Since 2003 Gansch has worked as a consultant for a number of major companies with direct reference to communication and "orchestral consciousness". He has also published two books on this subject, "Vom Solo zur Sinfonie" and "Wer auftritt, muss spielen".

For further information (speeches, feedbacks, videos) please contact the following e-mail address or phone number:

referate(at)gansch.de

tel.: +49-172-819 59 45

Gansch & Partner - sinfonisches consulting®
www.sinfcon.de
e-mail address: info(at)sinfcon.de

sinfonisches consulting® uses the strategies of symphonic processes, which are significantly more complex and defined than is usually presented to the public. Both in orchestras and in companies, success is only possible when one decisive question is answered: that is to say, how corporate identity and unity can be developed on the basis of individual abilities and diversity. The main focus of our work consists in anchoring the symphonic motto of “listening to each other – acting together” in the awareness of companies. This does not rest on an ideologically strained idea of the team, but rather has as its centre the individual person. The development of interactive, cross-departmental communications processes creates new operational impulses in a company. Our workshops – this is a crucial point – do not have an educational feel. Managers do not want to implement simple workshop standards, but rather are looking for motivation and inspiration. It is only when you give the themes being explored an emotional significance that they become firmly anchored in people's awareness. This is the only way for knowledge to lead to desire.

A functioning orchestra is a prime example of efficient management, leadership and conflict-solving strategies. No other group has such highly qualified individuals working together on a daily basis for hours on end and in such close quarters. How does this lively interplay of forces function in terms of “listening to each other – acting together”? How many soloists can one team handle? What are each person's freedoms and areas of responsibility? What decisions are brought about and how does communication take place? What voice takes priority when? How are management and team ideas and visions developed, and how are they implemented in practice?