Consulting

Two days in Berlin, over 2,000 decision-makers from government, politics, and business, and one theme that ran through nearly every discussion: Those who do not control their own digital infrastructure lose their ability to act. The Future Congress on government & administration 2026 demonstrated that digital sovereignty has long been a pressing issue of the present. mgm was represented this year with two program contributions and actively shaped the debate.

By joining, we add a valuable perspective to this network: experience from large, company-wide digitalization initiatives where project management and organizational development are inextricably linked. We bring methodologies from IT-driven transformations that go beyond traditional project management, thereby making the Alliance accessible to clients who want to shape transformation across its full scope.

On June 9, IT decision-makers from all over Germany will gather in Hamburg. At the IT Executive Forum hosted by the IT Executive Club, around 120 executives will gather at the Factory Hammerbrooklyn to discuss the issues currently at the forefront of the IT world: hybrid threats, digital sovereignty, artificial intelligence, and what the IT organization of the future will look like.

In this episode of Innovation Implemented, Hauke Rickertsen from the Ministry of Finance and Digitalization of Mecklenburg-Western Pomerania, Raik Writschan from the City of Rostock, and Marcus Warnke from mgm consulting partners discuss at Noerd in Rostock what happens when the state and local governments establish genuine joint structures.

When the topic of digital sovereignty comes up in public administration, many people first think of technology—software, servers, the cloud, and license agreements. That’s not wrong, but it doesn’t tell the whole story. At its core, digital sovereignty is a question of power.

In virtually every company, it has long been on paper: the IT strategy, closely integrated with the business strategy, with clear goals and defined priorities. And yet, implementation is proving difficult. Budgets are insufficient, resources are scarce, and entrenched structures offer silent resistance. It is precisely this gap between strategic aspirations and operational reality that mgm consulting partnershave examined in detail in their latest CIO study.

We are delighted to have been nominated once again for the eGovernment Readers' Choice Award in the Consultant category. Having already won the Platinum Award five times in a row, we naturally want to defend this title again this year. Please help us by voting for mgm in the Consultant category.

Today, companies operate in an environment that changes faster than their own planning cycles. Most organizations respond to this with what they know: they rely on more expertise, more analysis, and more planning. The problem isn’t that these tools are ineffective. The problem is that they were designed for a world that no longer exists. The crucial question is therefore: How can management succeed in dynamic times so that direction translates into effectiveness without simplifying away the complexity?

All companies are currently working on AI pilots, have defined use cases, are deploying tools, and some are already incorporating AI into their workflows or working with AI agents. The expectation is clear: to become faster, work more efficiently, and solve current problems. But in reality, when AI actually works, a pattern emerges that many did not anticipate. It is no longer just about efficiency. Our thesis: AI does not automatically accelerate work, but rather ruthlessly exposes where the organization is unclear.

Cyber security, NIS2, and DORA—few topics are currently as important to decision-makers. But there is more to these buzzwords than just another regulatory exercise. Those who see the new requirements as an opportunity will not only strengthen their compliance, but also the operational resilience of their entire organization.