As the trees began to lose their leaves and the days grew fresher, I could feel change approaching. The world seemed to slow down, preparing itself for transformation and so did I. Returning to university for my third semester carried that same sense of renewal: a rhythm of reflection and adaptation. Those final two semesters were not merely a continuation of my studies; they became a mirror through which I came to understand transformation, in business, in leadership, and within myself.
Over the course of this MBA, I discovered that the most valuable lesson is to remain fluid and formless, like water. Stability and permanence are illusions; what truly matters is the capacity to adapt, to change shape when circumstances demand it, and to remain open to new patterns and perspectives. This realization shaped not only my approach to learning but also my entire professional philosophy.
When I began the program, I was already working in the financial industry as a consultant on IT and change management projects. Yet, around the same time, I made the bold decision to turn my consulting work into an independent activity. Suddenly, I found myself not just an adviser, but also a business owner, responsible for navigating uncertainty, building client relationships, and defining my own professional identity.
This shift was both thrilling and unsettling. Entering unfamiliar territory required me to re-learn many things I thought I already knew: how to see my work not only through the lens of technical execution, but through the broader, strategic view. The Goethe MBA provided the perfect structure for this transformation. It gave me the frameworks, intellectual tools, and – perhaps most importantly – the reflective space to think critically about the kind of consultant and leader I wanted to become.
One of the concepts that particularly resonated with me was the idea of fluid strategy, inspired by the ancient Chinese game Go. Unlike chess, where moves are linear and aggressive, Go demands patience, subtlety, and the ability to see the board as an evolving ecosystem.
Learning through Practice: Insights from the Classroom
The MBA curriculum became an extension of my professional reality. The Economic Environment of Business module, taught by Prof. Dr. Uwe Walz, was one of the most transformative experiences. It deepened my understanding of how technological change reshapes markets and influences competition. Through discussions and case studies, I began to recognize a recurring pattern in my own clients’ struggles: it was not the lack of resources or digital tools holding them back, but a rigid mindset. Many organizations in the financial sector find themselves constrained by tradition, unable to take creative risks or foster genuine innovation.
That module helped me to frame these challenges differently. I began to see how the capacity for technological adaptation is as much a cultural issue as a technical one. It reaffirmed my belief that leadership today requires a balance of strategic foresight and human sensitivity – the ability to lead not only systems but people through uncertainty.
This insight was further strengthened in the Leading People in Organisations module, led by Dr. Karolien Notebaert and Prof. Dr. Rolf van Dick. The lessons in conflict management, negotiation, and emotional intelligence had an immediate resonance with my daily work. I vividly recall one project where I acted as technical lead for a large-scale data migration. A new project team had just been formed, and tensions quickly surfaced. The head of the department struggled to establish norms and trust, unable to see that what was unfolding was a natural part of the team’s development process. Watching this unfold reminded me how crucial it is for leaders to grasp human dynamics – not just project plans or fashionable tools like AI. Teams, like people, move through phases of forming, storming, and performing, and without that awareness, even the best-designed projects can easily lose their rhythm.
These academic modules did more than expand my knowledge; they sharpened my perspective. They allowed me to bridge theory and practice, to take insights from the classroom directly into client discussions, where real-world complexity tests every assumption.
Europe at a Crossroads: A Broader Reflection
As I progressed through the MBA, my reflections grew beyond personal development and into a wider contemplation of the European business landscape. I cannot help but observe a troubling trend: the continent that once thrived on creativity, innovation, and bold ideas now faces growing rigidity. Bureaucracy and regulation, while designed to protect, often stifle vitality and slow down the very innovation that Europe needs.
We are at a crossroads. To remain relevant in the digital economy, Europe must rediscover its sense of imagination and courage. We need to create an environment where startups can flourish, where financial regulation supports rather than constrains, and where venture capital is seen not as risk, but as investment in possibility. Above all, we must recognize that progress is rarely linear, it unfolds gradually and strategically, much like the game of Go.
This reflection will form the basis of my upcoming Master’s thesis, in which I intend to explore how financial regulation can enhance Europe’s competitiveness by empowering capital markets and fostering innovation. I believe that the next generation of leaders – including my fellow MBA students – must be the driving force behind this renewal. We cannot afford to be passive observers of change; we must become the change.
Closing Reflections: Returning to the Beginning
When I think back to those early autumn days, walking across campus under trees shedding their leaves, I see now that the metaphor was fitting. Each falling leaf was a reminder that transformation requires letting go of outdated assumptions, of comfort zones, of linear thinking.
The MBA journey has been a cycle of such renewal. It reminded me that success is not about predicting the future, but about being adaptable enough to shape it. It taught me to embrace uncertainty as an ally rather than a threat, and to approach leadership as an act of curiosity and empathy.
As I look ahead – to my thesis, my work – I hold onto one lesson above all: to be fluid, formless, and open. Like water, the most powerful force is often the most adaptable one.