Sorry, this entry is only available in German.

Roland Dürre
Tuesday January 21st, 2020

(Deutsch) Entscheidungslehre (Unternehmertagebuch #131)

Sorry, this entry is only available in German.

(Dr. Eberhard Huber)

This is the title of an article Aebby (Dr. Eberhard Huber) published in his projekt (B)LOG. It is a censorious discussion of the current “agility hype“.

For me, “agile“ describes a quality that is excellently described in the agile manifesto. Unfortunately, agile (just like digital and innovative) has now become part of the Business Theatre instituted by the top managers of German Enterprises. They deal with all kinds of things, but they totally neglect the people working in the enterprise and the customers.

The Business Theatre is usually staged by the (top) management. It is a kind of self-portrayal practiced in enterprises and civil offices without any semblance of truth. As a consequence, you often get totally surreal decisions.

For our topic, this means: if agile is fashionable, then they decree the institution of agility. They pretend it is as easy as if you decree that the company cafeteria should get a new layer of paint.

Then they employ a few agile prophets in HR (Human Ressources) who are supposed to not only make the enterprise and its employees innovative, but also agile. And since the agilization of the enterprise must be just as measurable as its innovative potential (and everything else), a stupid counsellor gets the task of developing an agile KPI (Key Performance Indicator. Again and again, it is an exciting but mostly hilarious performance on the stage of the Business Theatre.

  • Well, so be it. With his article, Aebby says what I feel about more than the following three topics:

  • Agile has nothing to do with methods and/or technology.
  • Successful projects have always been agile in the past.
  • Self-organization is only one facet of agile work.

Well, I would like to put three exclamation marks behind every one of these sentences. Let me continue citing Aebby – on sprints:

Here is my favourite citing:
Sprints – that sounds nice and fast.
Sprint after sprint without guaranteed pauses will kill any human body.

All of this is beautifully and correctly expressed. I strongly recommend that you all read the article. In my own words and understanding, agility is something like the art and culture of life. Here are a few additions to Aebby’s article:

Fast sounds nice. But then, today, you have to be fast anyway. And fast has nothing in common with the term Sprint. After all, the agile manifesto was written by software developers, just like SCRUM was invented in software development. And they wanted to develop a better software.

What they meant in SCRUM when they said Sprint was the distance between two integrations. Initially, the developers programmed their modules separately. As soon as the modules had reached a certain level, everything was integrated and a new build was created.

If you had huge projects, the distances between two integration dates was sometimes half a year – often more. If the new build did not work properly, the error had to be found by means of regression if you wanted a running system. That meant you had to reset the entire development step-by-step as far back as the last step. This was an immense effort in work and time. I remember a project where, for more than half a year, we had no running system. Naturally that is fatal.

Consequently, a main reason for introducing short integration times was that you wanted a running system with the current development standard at all times. You never wanted to lose your feet. Consequently, you had to shorten the time between two builds considerably. That is what SPRINT means. It is misleading, because it is not about speed, but about stability. It is not about being fast. More often than not, you reach a goal more efficiently by taking small steps than with big ones.

Agile working certainly does not tolerate working without plan or concept. Mind you, instead of using the word ”planning“, I would prefer to call it a well-thought-through and diligent procedure. Agile is the ability to observe and learn. You absolutely need to be able to always follow what is going on and react to undesired developments with a level-headed reaction.

Sometimes, you do not really know the actual details of innovative projects with totally new functions at the outset. That is especially true if you want to utilize new technologies that might have disruptive effects and thus bring a high degree of research to the project. Then the only way to deal with the development is agile. This was often so in IT. In this case, it would be better to call it an iterative culture of trial and error, instead of agile. It means that you build roust prototypes, then test them, learn from it and improve them.

(Translated by EG)

Aebby’s article was also part of the Blogparade by the Projekt Magazins.

Roland Dürre
Thursday November 22nd, 2018

At the DOAG

IOnce more, I was the speaker.

For many years (that felt more like decades), my friend Dietmar (Neugebauer) was president of the DOAG. DOAG is an acronym for Deutsche Oracle Anwender Gruppe. Every year in November, the DOAG has its big and legendary yearly conference and exhibition in Nuremberg.

Thanks to Dietmar, I was there many times and gave presentations. Last year, I wanted to create something different and, together with Christian and Knud, showed everybody how modern communication could work (there is also a video recording: Video).

With the 2017 success, I was going to terminate my DOAG career (after all, you should end when you feel at the top). But then, Dietmar kept pestering me. Consequently, we did something together in 2018 (on November, 21st) – this time it was about “functional communication”. And we invited people to join “our fishbowl”. And, again, it was really nice.

A fishbowl is organized as follows:

Choice of Topic

If you communicate “functionally“, it might help if you have a topic. But how to find a topic? Our first idea was to establish a topic finding commission for coming up with something. But that is nonsense.

The rules and the intention of our fishbowl were described shortly before the event in my  communication article. We simply checked the newspapers and listened to the radio in the morning to see and hear what were the most important events of the day. After all, the paywall – sorry, the media – are assigned the task of providing the news that concern us every day. Which means they should be a good source. Then Dietmar and yours truly, along with Dr. Marius Poersch and Wolfgang Taschner, took a close look at those topics and selected four of them.

Selection of Topics

Here are the four topics we found in the radio and press of November 21st:

  • How does #newwork fit into our lives
    (work-life-balance, motivation, experiences, how does it actually work)
  • #diesel ban control
    (protection of the environment, data protection, total control, human dignity)
  • The youth is #scared of the internet
    (mobbing, addiction, data and the ownership of your own data getting out of control)
  • Copyright
    (upload filter due to new EU legislation, access to youtube as commonly experienced reality, reaction of the youtube management because they feel threatened.)

Selection of a Topic by Vote

We had prepared four flipcharts and added an important idea to the four topics before announcing the vote. Dietmar gave a short explanation on what the topics were about – and then everybody voted.

Everyone in the room had a round red sticker that he/she could attach to one of the posters. Since my topic was “copyright protection”, that is where I put my red sticker. In the end, unfortunately, (for me), there were only a few red stickers on my topic, while the #newwork poster was overflowing with round red stickers.

Consequently, now we had a topic – a topic which the absolute majority of the people gathered at this place was in favour of on this day. That is a good start for a fishbowl. It was done in no time and totally self-organized.

The Fishbowl

To begin with, the four “experts“ (Dietmar, Marius – who actually was the only real expert – Roland und Wolfgang) took their seats on one of the six chairs (we had spontaneously decided to add a chair because so many people had come). Everybody made his/her statement and then we left things to flow.

And there was a nice flow. In 45 minutes, including preparation time, many wise things were said. We had great results, the participants stuck to the rules (be concise, let everyone else also finish with what they want to say and take up the idea of the person who spoke before you).

The exchange went very well in both directions and the coordination was excellent. My personal conclusion as a “normal participant” was that I rarely had been at the receiving end of so many ideas, impulses and food for thought as during this fishbowl.

Feedback Round

The feedback round confirmed that most of the other participants felt like I felt. Dietmar wrote to me saying that he had received plenty of praise throughout the entire evening (when I had already left).

At an Aside

Directly after us, there is always the central keynote. Yesterday, Lars Vollmer was scheduled as the next DOAG conference speaker. I had never met Lars before and only knew him from his publications. In his presentation, he described the business theatre that you often get today. And I mentally filtered quite a few ideas of his that actually blended quite well with the ideas we had generated during our fishbowl.

And that made me wonder: Why don’t enterprises more frequently organize a fishbowl with their employees in order to get an awareness of what stupid nonsense they sometimes talk?

Translated by EG

Roland Dürre
Wednesday October 3rd, 2018

BUSINESS Visualisation


Behind this really harmless title, you will find a truly exciting non-fiction book. I would call it a book for people between six and ninety who want to have more joy and success in life.

The sub-title

A tour guide for curious and visionary persons
already gives an idea about the book being something really special.

Special? Well, I read it and I would call it revolutionary. It is about a trip into a new world I very much love and cherish. It is a world full of creative and appreciative communication and of “living together”. And it leads into a world that will continue to change and grow.

Basically, it is not a book you will read, but more a book you will feel your way through. In an exciting and humorous way, the trip of a young lady whose name is Barbara (Babs) into an agile adventure is described. This trip brings her through the world of modern communication, beginning from listening and understanding and ending in a very rounded way via the creative when the results are documented.

For me, it is quite clear: communication is the basis for all kinds of “social systems”. And communication will work better if we make use of innovative formats (some of them are actually very old). Part of this concept is the use of images and haptic – as part of a new and very sympathetic mental frame.

During my activities, I am often surprised to see how many people simply ignore the “agile change” that takes place around them, or else they are almost overrun by it. The book, which was written as a co-operation project between Botta, Reinold and Schloß, could be a solid introduction to this “new world“ for non-experts. But also the “experienced agilest” will find quite a few innovative ideas.

I can guarantee that this book will remain exciting from the first to the last page. It is not one of those works where the message is clear after the first fifty pages and where said message is then artificially lengthened and repeatedly proven in a boring way. No – you will find something new on every page. It remains full of humour at all times and the joy of reading will never end.

I would wish that the authors were to write more books about more trips, because the wonderful world of modern communication is endless. The book really contains a lot of it – but naturally not all of it. Barbara (the hero an inspiration of the authors in real life) could easily take us with her on many more great trips.

That would be nice. But I already very much recommend the first trip. For entrepreneurs and (project) managers, the book is a must.

(Translated by EG)

Hans Bonfigt
Monday September 24th, 2018

Erfolgreiche Projekte

Wann gelingt ein Softwareprojekt ?

Über “Projektmanager” und ihre Wünsche nach “Resilenz” und “Agilität”
kann man sich trefflich amüsieren. Vorausgesetzt, man ist nicht darauf
angewiesen, daß die bedeutungsschwangere Gruppe selbsternannter “Indivi-
dualisten” (mit Google-Einheitstelephon) irgendwann einmal liefert.

Deutlich schwieriger ist es schon, aufzuzeigen, wie man es besser
machen könnte. Nun hat mich jemand genau danach gefragt, und warum
sollte man nicht einmal die Projekte aus 35 Jahren Berufserfahrung
Revue passieren lassen, die gelungen sind ?

Dabei möchte ich mich unterscheiden von üblichen “Ratgebern”, die unre-
flektiert postulieren, was sie im Herzen bewegt. Ich nehme mir statt-
dessen reale Projekte und bilde Schnittmengen gewisser Merkmale.

1. Der Sinn eines Projektes muß allen Beteiligten klar sein.
Nur so kann die Unternehmensleitung Rückendeckung geben,
nur so erlebt ein Entwickler die Freude an sinnvoller Arbeit,
nur so wird das Endprodukt vom Nutzer angenommen.

2. Ein Projekt muß wirtschaftlich erfolgreich sein.
Vor allem aber: Man muß diesen Erfolg auch transparent machen

3. Die Einfachheit und die Eleganz eines Entwurfs entscheidet !
– Das zu impementierende Verfahren sollte so einfach sein, daß
man es einem Siebenjährigen erklären könnte. Vereinfachen,
vereinfachen, vereinfachen.
– Das, was nicht vereinfacht werden kann, wenigstens sauber
modularisieren !
– Immer nur EINEN Standard für einen bestimmten Schnittstellen-
typ auswählen !
– Lieber die Aufgabenstellung reduzieren als das Team überfordern.
Tatsache ist oft: Erst wenn das Endprodukt unter realen Bedin-
gungen läuft, stellt man fest, was es wirklich leisten kann und
welche Funktionen auch tatsächlich genutzt werden !

4. Prototypen bauen !
Viel wichtiger: Wenn sie funktionieren, gnadenlos löschen und
neu beginnen !

5. Tote Pferde nicht weiterreiten !
So gut wie jede Entwicklung kommt an den Punkt, wo sich Fehler
in der Konzeption zeigen. Gnadenlos zurückbauen.

6. Keine Demokratie und vor allem KEINE KOMPROMISSE !
In der Sache nachgeben mit Rücksicht auf persönliche Empfindlich-
keiten (Na gut, Meike, Du kannst Dein Modul auch in JAVA schrei-
ben …) erzeugt eine sprudelnde Quelle von Problemen.
EINER leitet das Projekt, genau wie auch nur EINER ein Auto fah-
ren kann. Das ist das Erfolgsrezept der Seefahrt.

7. Mitarbeiter respektieren !
Auch vermeintlich “einfache Codierarbeit” ist erstaunlich nicht-
trivial. Der Architekt sollte den Maurer mit Respekt behandeln
und umgekehrt.
Aber niemals sollte ein Architekt mauern oder ein Maurer planen.

8. Kommunikation standardisieren.
Keine Dokumente und Codefragmente
hin- und herschicken. Kein kompromittierendes “WhatsApp” oder
“Twitter”. Schon gar keine “Google-Accounts” !
Wir müssen Kundendaten treuhänderisch behandeln.
Klare, eindeutige Begriffe verwenden !
Die Fachtermini des Kunden verwenden !

9. Anzahl der Mitarbeiter
benötigte Externen und benötigte
Zukaufprodukte reduzieren !

10. Die Werkzeuge müssen sich der Idee unterordnen und nicht umgekehrt.
Haskell, Lisp oder “Clojure” machen noch keinen genialen Entwurf.

11. Die Chemie im Team muß stimmen !
Die “menschliche” Komponente ist zu 70 Prozent entscheidend für einen Projekterfolg.

12. Keine “Gnadenhäppchen” für die Mitarbeiter
in Form von “kostenloser Maté” und “Kickerautomat im Flur”. Das ist keine Wertschät-
zung auf Augenhöhe. ORDENTLICH ZAHLEN ! Das garantiert souveräne Mitarbeiter.

Abgesehen davon: Arbeit kann und soll durch sich selbst schön sein und
muß nicht mit albernen Spielereien “aufgepeppt” werden. Was dabei heraus-
kommt, kann jeder sehen, der ein aktuelles “Windows” öffnet.


Roland Dürre
Saturday September 15th, 2018

Manifesto of Life

Currently, you get manifests like mushrooms sprouting from the soil, for example the Manifesto of New Work (Manifest zur neuen Arbeit) as a Microsoft (!) denomination on #newwork.

Inspired by #PMCampBER and beautiful discussions in the last few days, I now came up with a manifesto of life. Naturally, the agile manifesto (this time you get the link to the English version), stood in as a model.
Here is how my proposal for a manifesto of life:



Manifesto for Life

We are looking for values that make it possible to live in joy and with courage
and we try to live said values in our own lives and when in contact with others.
Looking for these attitude of mind, we learned to appreciate:

  • Self-responsibility and self-organisation beat being controlled by others and immaturity!
  • Values and positions (mind-set) beat morals and dogmata!
  • Love and peace beat hatred and war!
  • Freedom and abstinence beat suppression and extravagance!
  • Trust and transparency beat distrust and secrecy!

Signed by

Now all we need is a few equally minded people who wish to sign!?
(recommendations for improvements welcome)

(Translated by EG)

A short time ago, Dr. Marcus Raitner came up with 10 google theses for “good leadership” (10 Thesen von Google für “Gute Führung). They might be a good basis for a “leadership manifesto”.

Roland Dürre
Wednesday September 12th, 2018

Culture Engineering. Terminology. Methods, Tools

Wearing my new Hanseatic hat after my return from #PMCampBER in the Grosshesselohe forest restaurant.

Let me give you a short report on the PM Camp Berlin session on Culture Engineering before I will write about the “contradictions” in social systems. It was one of many exciting sessions I participated in at the anti-conference #PMCampBER.

The topic was “Culture Engineering” – as a method and tool that helps to influence, change and control the culture in a social system that has an economic goal, i.e., in an enterprise.

The person who had initiated the session himself had felt suspicious about the term “Culture Engineering”. His “feeling uncomfortable” was due to his scepticism about question if a culture can actually be actively influenced with an “engineering-approach“. He feared that such a concept could or would easily end in manipulation with negative or at least unpredictable results.

One session participant said that there is a successful “Culture Engineering“ stream of studies in Leipzig and that the graduates of this school are actually quite sought after by the human resources departments of companies, especially huge companies. I find this rather exciting, which means that we are in the middle of the world of culture engineering and human resource (HR).

As far as titles are concerned, I constantly get visiting cards with job titles such as engineer, officer, manager or president on them. And I must admit that, of all these titles, the one I like best is the engineer who, for instance, is in charge of a project. But “German-English“ is modern, so I am getting into it. Now we have the CEO, CTO and CIO  and, more and more often, also the CHRO (HR as an abbreviation for human resources). That is where you will find the innovation manager and the culture engineer. In general, I am quite suspicious of officers and managers, and the same is true for presidents and vice presidents.

In our session, the first thing we approached was terminology. Someone proposed that maybe we could say “culture gardening”, instead of “culture engineering”. I found this rather appealing. But then I thought that, in analogy to “garden cultivation”, the task could be called “cultural cultivation”.

Then we discussed the definition of entrepreneurial culture. We found the answer (from entrepreneurial theory):

Entrepreneurial culture is the memory of an enterprise.

? Honi soit qui mal y pense, but, for me, this is immediately associated with “memory manipulation”.

When I looked up the term in Wikipedia, I discovered a Wikipedia call on copyright.

I support this call with all my heart and consequently I publish it here.
However, I am not sure that it will suffice if you contact your representative in the European Parliament. You will probably have to do more than that.

Yet this is a good example for controlled change in values and rules. And the motives are very capitalist.

Back to Culture Engineering. As with many buzzwords, I find the term a little ridiculous. The same is true for a culture engineer or innovation manager at HR.

I certainly believe that you should be aware of and actively live the culture of an enterprise, just like that of all other social systems. And it is also quite legitimate to use modern technology and methods. But it is a something that must happen between the leaders and all the others. Leadership as defined in Google (see the article article by Dr. Marcus Raitner).

However, culture cultivation will only be a success if as many people as possible participate in the cultivation process – and I mean with a lot of attention and actively.

(Translated by EG)

Roland Dürre
Monday September 10th, 2018

PMCamp Berlin – Experiences, Adventures, Contemplation.

The first day #PMCampBER 7/9/2018

Between September, 6, and September, 8, the sixth PM-Camp Berlin took place (PM-Camp Berlin). As always, it was an exceptional event. One of the reasons why it was excellent is the extraordinary quality of the organizational team and Ralf Eicher, another reason, naturally, are the more than 100 great people who took part.

As we all know, the train trip from Munich to Berlin is a mere “jump“ these days, which means it was no problem for me to go there. Since I am one of the PM Camp founders, I went to Berlin for more than just nostalgic reasons. I also wanted to retrieve my knowledge and learn new things. And, above all, I wanted to exchange ideas with nice people and simply share my experiences. As always, it was a total success. The two days were particularly nice because I met so many old friends.

And I returned with many new considerations and various insights. I also learned about tools and methods that had been unknown to me before. Let me share some of it here.

Again, I was part of LSP (Lego serios play). Julian Kea (known as @kiLearning in Twittter) showed us that, in a team with modern methods, you can actually do such as thing as Story making. Besides, I heard about tools such as the Mentimeter. With this tool, you can represent the mentality found in a creative community (that is ”the cultural standard of a social system or community“, also known as mind set) as a tag cloud in no time. This is really quite convenient.

The sessions on the following topics gave me a huge number of impulses:

  • “culture engineering“ as a science that strives towards finding methods that can change the entrepreneurial culture.
  • What exactly is meant with “coaching“ and “agile coaching, and the question
  • whether or not it makes sense for a medium-sized enterprise to position itself “against  right-wing populism”.

My experiences were so fundamental that I want to – and probably will – relate them in the IF blog.
Generally speaking, I once again realized to what a huge extent we are all responsible for our own actions. How it is important that we do not allow our rationality to suppress everything else. And during peer2peer conversations and rounds of different sizes, I also saw how many people, also as a community, can have a wonderful “mindset“ – which makes me look forward to the future.

However, I also noticed that most people have a basic conviction that I need to contradict. They assume that, in many dimensions of our life, we have a speed-up process and an increase in complexity that forces us to be prepared to accept change and innovation at all times. And the hope is that we will be better equipped to do this if we increase the agility in our lives.

Here is how that sounds:

“We have to become more agile in order to be better equipped to deal with complexity and acceleration and develop more resiliency and anti-fragility.“

Mind you, there is no doubt at all in my mind that some (or better: many) things both in our private and business lives will improve. But I am not at all sure that in our private and professional lives everything will really become more complex in the future. My experience (analysis) does not support such a statement, but my analysis should definitely be just as much under scrutiny as the following sentence:

“There is a lot of nonsense in all kinds of social systems – often bordering on mania!“

I will write a few articles on “the contradiction between processes and common sense” and “the contradiction between trust and secrecy” to illustrate this.

And I truly believe that an agile mindset – combined with a few shared values – can help considerably. The agile manifesto describes four huge contradictions and proposes positions that should be given priority (it is always the arguments on the left side that should have priority over those on the right side). I discussed this with many people and the majority of them saw it as I see it. Here is my link to the German version of the agile manifesto although I like the English version better.

Back to #PMCampBER. Yes, it was great. Many thanks to all the participants, and, of course, especially to the orga team.

I am inspired and look forward to writing about “contradictions” as a fundamental problem of the culture in social systems. I also believe this might be a good topic for a future PM Camp session – wherever it takes place.

((Translated by EG)

Roland Dürre
Sunday June 25th, 2017

#AktMobCmp – July, 13, 2017

I propose a #AktMobCmp meeting for the evening of July, 13th, 2017.

Here are some ideas in preparation!


For me, the following topics/theses are of interest.

Why do people still drive cars? Does it offer any advantages? Or is it just a huge case of self-delusion? Because we are being manipulated and fall victim to lobbyism?

A few days ago, I rode my bike around the lake Starnberger See. It took me a few hours. First, I went from Neubiberg to Starnberg by S-Bahn train. Then we rode our bikes around the lake and took the S-Bahn train back from Starnberg. It was a wonderful summer day, everything just beautiful. But near the lake, all the cars were hell. All the parking spaces were taken, nothing could be done about it. And there was no end of stress – among the car drivers.

I am fairly mobile. Especially in Munich. But also in Germany, Europe and occasionally even in this world. And I can always manage without using a car. Doing without a car as a mobility tool has only advantages. When all is said and done, you feel a lot better without a car!

Here is one question that might be worth answering:
What requirements must be met for a car journey to make sense, i.e. for it to offer considerable advantages over alternative mobility?

Why do people still dare to go places by car? In the process, they accept horrendous collateral damage, either without thinking or because they are arrogantly egomaniacal, not only in the social sector, both inflicted on third parties and on themselves?

Would the following metaphor fit? Driving a car is on the same level as smoking in public buildings, and not only if it happens in the city? Whenever I ride my bike, all those cars pollute my lungs, just like the smokers used to when they sat at the dinner table across from me.

When sitting behind the wheel of a car, we consciously take the risk that we might probably injure or kill other people. It still happens far too often.
When we drive a car, we produce pollutants that harm other people. People who do not want any involvement with cars at all.
Cars are noisy, which significantly reduces the quality of life where we live, both in cities and villages.

Cars give those sitting in it and especially the driver a whole lot of distress.
Going by car robs the people the opportunity to exercise and thus makes them obese.
Here is a tweet I read that is probably not all that hilarious: perhaps you should, before getting rid of them outside, first transmit the exhaust fumes of a car into the car.

At this point, I do not have a “moralizing” discussion in mind. Instead, I want a very basic and constructive judgement of values.

Pedelecs (e-bikes) are a stroke of genius!

The combination of body and machine
For rational and efficient mobility and logistics, e-machines are perfect.
Especially with lower speeds and for slim mobility, electric vehicles offer an excellent alternative.

Maybe we could make 90% of our intra-city individual and logistically necessary mobility a lot better, cheaper, healthier, nicer and more efficient by using e-bikes and other suitable electric vehicles (scooters, trucks, large taxis as part of public transportation,… )?

(I am well aware of the fact that electric mobility – e.g. the e-car – is not a solution individually. The very damage done to the environment and CO2 output that the production of a single huge battery – such as for a Tesla or even for an e-UP – creates shows that this will not be a solution for fast and long-range communication).

Is it possible that our massive switch from riding a bicycle to driving a car in post-war Germany was caused by all those many and strenuous inclines? And that, since the invention of the e-bike, the bad weather is the last remaining argument against riding bikes? And that it is actually quite easy to solve this problem (since it is part of being human)?

And is “high-power mobility” – being able to quickly cover medium and long distances – basically not about “shared economy” but about “shared mobility”? And has shared mobility not been invented a long time ago, although there is definitely room for improvement?

Here are the format and the method I suggest for our next meeting:
How about a practical exercise in building vexillae? All these topics can be discussed and processed using the technology of building vexillae. The ars construendi vexilla is a dialectic method for coming to reasonable agreements (rational consensus) in groups. And that is something you can – or better: must – realize in an agile way and at eye-level!

How do you feel about it? What would you prefer? Which topic, which method. Do you have better ideas and/or additional recommendations? Should I organize the planned meeting and invite people?

If so, I would organize a room for July, 13th in the Munich area, write a program and publish the time and program in Meet-Up and on the AktMobCmp-homepage .

Or should we just leave it be, because it does not make sense, anyway? And because there is not the slightest chance for a better life without air pollution and noise? Because the car lobby governs the world?

Then I would cancel the meeting and perhaps also terminate AktMobCmp.

(Translated by EG)

Donated by Visual BrainDump (Christian Botta & Daniel Reinold). Click on the picture to enlarge.