Decide with

The amount of knowledge in companies and in the market is breathtaking.
But it is mostly scattered and isolated.
DeepFinding connects that knowledge and makes it accessible for you.
The resulting findings provide your management and leadership with the best possible certainty for strategic decisions.

DeepFinding SE
Deutschland: +49 89 33 98 061
Österreich: +43 1 880 33 26

New findings
for a new era

DeepFinding SE is an applied knowledge management company.

Our customers are medium-sized and large companies. They utilize DeepFinding for the generation and use of knowledge.

DeepFinding’s origin lie in a joint research project. Our interdisciplinary team consists of economic experts and scientists from the fields of mathematics, computer science, psychology and philosophy.
In connection with a special state-of-the-art IT technology, DeepFinding has succeeded in developing scientifically sound procedures which bring hidden knowledge to the surface and enable you to make better business decisions.

We continue our ongoing research while focusing on generating collective knowledge and the operationalization of change processes.

Farewell standard
process models!

Companies are facing a multitude of new challenges. Projections or standard process models have lost their ability to reach goals. Decision making has become considerably more difficult.
In our work our customers describe their four main challenges:

  • Digitization and its seemingly unpredictable consequences
  • Severe limitation of time and budget
  • Steadily growing information
  • Turbulent dynamics of changing market conditions

Consequently, the really relevant topics are not easily identifiable for executives. A seemingly unlimited number of topics stands against a limited amount of resources. Through planning based purely on past-oriented key figures, companies run the risk of developing off-market products and services by not meeting the market’s needs.

New challenges
require new approaches

DeepFinding fills the gap where existing concepts and models no longer apply. We provide your management and leadership with the information and options for action that really make a difference.

DeepFinding projects are diverse. For excelling in them, we developed a completely new approach and are focusing on innovative and scientifically based methods.

  • Mastering digitization through a combined internal and external perspective
  • Measure and control change processes
  • Accelerate change – towards a learning organization
  • Agile organizational culture and Cultural Due Diligence
  • Innovation – a formalized process
  • Efficiency improvement of business processes
  • Strengthening the product positioning on the market
  • Quality management in product development
  • Development of Multi Channel Management and Customer Journey
  • Getting to know your customers’ unconscious decision-making criteria
  • Optimization of B2B business relationships and B2B sales
  • Alternatives to methods such as quantitative and qualitative market  research and design thinking

An enormous treasure
of knowledge lies fallow

Complex organizations and dynamic markets demand rapid reactions. The key lies in the correct use of existing knowledge. DeepFinding provides companies with a comprehensive knowledge picture that meets today’s complex business requirements.

We understand the term collective knowledge as the comprehensive knowledge of different relevant groups of an organization and its environment. Those are executives, employees, customers and other market participants.

It consists of explicit parts that can be perceived consciously and expressed in language. Moreover it also consists of implicit parts: While they are strongly guiding our behavior, they are unconscious and acted upon intuitively. Purchasing decisions and organizational decisions are largely influenced by corporate cultures.

We gather collective knowledge and link it with other aspects to the holistic DeepFinding picture.

It‘s the relevant information
which makes the difference

DeepFinding generates insights that cannot be provided by business consultants and market research institutes.
Through the holistic DeepFinding picture, we boost the company´s power to self-organize.

Methodically we link isolated knowledge to a comprehensive knowledge picture. While it stays complex, it is clear and includes:

  • Collective knowledge from different perspectives
  • Decoded, previously implicit knowledge
  • Future expectations
  • Ideal conceptions
  • Clarified meanings of words
  • Action for options expressed by the relevant groups themselves

We provide the right information without consulting.

To implement sustainable
organizational learning

Our offer is aimed at your management and leadership:

  • The holistic DeepFinding picture gives you the greatest possible certainty for decisions on different organizational issues.
  • As a measuring instrument and a navigation system for change, it provides detailed information on how far change has come internally and to customers and how to readjust at different measurement times.

In order to implement organizational learning processes sustainably, we constantly develop new methods that you can apply yourself:

  • DeepFinding spiral exchange, a communication tool as an alternative to meetings or workshops.
  • Prioritization workshops and transfer workshops to prioritize action options or challenge your assumptions.
  • Structural work, visualization methods and simulation methods for testing future scenarios.

Change is measurable!

According to the current state of research, 80% of the change projects constantly fail. As one of the most important reasons for that high failure rate the authors of the studies claim the lack of possibility to evaluate change processes.

One of our customers‘ companies had merged with another company. A major change process was launched to bring the companies together. The customer had already consulted several consulting companies. But the employees refused to support the change. The motivation of the employees declined and a decline in sales was already noticeable.

It was only through the use of DeepFinding that our customer did realize whether and how far the employees were on the path of change and what mental barriers they had against the change. By both groups describing their ideal future cooperation, they quickly agreed on the further options for action. This resulted in a high degree of identification for their merged company which would manifest itself directly in the company´s success.

Used as a measuring instrument and navigation system DeepFinding is the first instrument through which change processes can be controllable and steered without much intervention in the organization.

Identifying true innovation
instead of assuming it

In the age of digitization, companies are continually driven to generate innovation in order to renew their business models.
Innovation management is supposed to deal with this challenge.

However, individual departments act in isolation and therefore quickly reach their inner limits.

The collective knowledge of employees, customers and other groups involved is the most important source of innovation.

Our customer proclaimed a new strategy, the aim was for the company to take over the innovation leadership in the industry.

Through the holistic DeepFinding picture, we established a formalized process which makes the collective knowledge of the organization and its environment constantly useful for the creation of innovation. This enabled our customer to ensure innovation and to realize what the market really needs.

Looking through the eyes
of your customer

Nowadays, product development still continues to focus too much on the product features and too little on the customer experience.

Our customer repositioned his product development. DeepFinding should uncover the unconscious decision-making factors that lead a consumer to accept or not accept an offer. A second task for DeepFinding was to uncover the reasons behind the customer´s change to other providers.

Through the holistic DeepFinding picture our customer came to a much closer understanding of the needs of his customers. He succeeded in developing an attractive Customer Journey.

DeepFinding is used as a constant quality assurance instrument. This allows the expectation of the product development department to be constantly matched with the customer’s own perspective and his real needs.

your business relationships

Even in long-standing and stable business relationships business partners sometimes change surprisingly to a competitor. The reasons for the change can often not be identified even when the former business partner is directly asked.

This was the situation of one of our clients who was the sales manager of an international company. He made use of DeepFinding to identify the reason why his former business partner had changed to a competitor. He also used DeepFinding as an early warning system for business partners wanting to change to competitors.

We identified the unconscious decision-making criteria of our client’s business partner. B2B customers and sales associates expressed concrete implementable options for action. That is how the essential criteria for an ideal business relationship were identified and how our customer optimized sales and his offer.

One of the strengths of DeepFinding is that even the most demanding target groups, such as B2B customers, can be included in the development of the business relationship because they themselves gain valuable insights into their business relationship. At the same time they bring in their own market perspective.

Uncovering decision-making criteria

Making corporate decisions always requires a broad basis of highly relevant information i.e.:
when it comes to establishing a new brand or service,

  • about buying a new company
  • deciding on the acquisition of a new company
  • deciding on a future cooperation
  • when it comes to transforming your company within the digital era.

The expertise of DeepFinding lies in identifying the attitudes which really make a difference in the decision-making process. As a result, you gain unfiltered and authentic statements which really make a difference. They are aggregated to group perspectives and serve as a decision-basis for corporate development.


In the last decades, many scientists from various disciplines have made groundbreaking discoveries in the context of „drawing distinctions“.
First and foremost among them: George Spencer-Brown, Gregory Bateson, Matthias Varga von Kibéd, Christian Stary, Otto Walter, Peter Kruse, George Kelly, Niklas Luhmann and Dirk Baecker.

George Spencer-Brown

„We take as given the idea of distinction and the idea of indication, and that we cannot make an indication without drawing a distinction. We take, therefore, the form of distinction for the form.“

George Spencer-Brown: Laws of Form. London (1969)
His magnum opus: Laws of Form (1969).
George Spencer-Brown (* 1923, † 2016) was an influential British logician and mathematician.

While drawing a distinction, one indicates one side of the distinction. And the distinction that is to say the unity of the two sides disappears from focus. In other words: drawing a distinction can never be perceived consciously. It is happening at the very moment. (Lau 2015)

Felix Lau: Die Form der Paradoxie. Eine Einführung in die Mathematik und Philosophie der „Laws of Form“ von George Spencer Brown. Heidelberg, (2015)

Gregory Bateson

information is a difference that makes a difference.

All receipt of information is necessarily the receipt of news of difference, and all perception of difference is limited by threshold. Differences that are too slight or too slowly presented are not perceivable. They are not food for perception.

Gregory Bateson: Geist und Natur. Eine notwendige Einheit. Frankfurt/M., 1987.
Gregory Bateson (* 9. Mai 1904, † 4. Juli 1980) war ein Anthropologe, Biologe, Sozialwissenschaftler und Kybernetiker. Sein Werk umfasst Ökologie, Kommunikationstheorie und Lerntheorie sowie Fragen der Erkenntnistheorie und der Linguistik.

In other words, we do not perceive things in the world directly as information, but as distinguishable characteristics that we distinguish from other characteristics. Thus, all perception is the perception of differences.

Fritz B. Simon: Einführung in Systemtheorie und Konstruktivismus. Heidelberg, 2006.

Matthias Varga von Kibéd

In reference to Bateson’s sentence „Information is a difference which makes a difference“ Matthias Varga von Kibéd says „Preformation is information that could make a difference.”

Matthias Varga von Kibéd (*1950) studied philosophy, logic and philosophy of science and mathematics at the University of Munich where he did his PhD on universal grammar. Among his publications is „Strukturtypen der Logik“ (together with W. Stegmüller, 1984) and various texts on systemic work. His habilitation dealt with the basis of formal theory of truth and paradoxes. He worked as a professor at the Universities of Ljubljana, Graz, Konstanz, Maribor and Tübingen. He is an adjunct professor at the department of philosophy, logic and philosophy of science at the University of Munich.

Christian Stary

Often a simple shift of perspective is enough for people to get an idea of implicit knowledge. In the next step the method that people choose in order to make the implicit knowledge explicit determines whether knowledge comes to the surface which can then be further passed on.

Christian Stary (*1960) is a teacher and researcher at the University of Linz (JKU). He has been on the board of the Institute for business informatics communications and engineering and of the competence center knowledge management. He is a computer scientist who deals mainly with technology for the development of holistic socio-technological systems. He has been combining ideas of Distributed Computing, Usability Engineering, Knowledge Management and Software Engineering since 1995. He conducted national and international research and led development projects on the adaptivity of systems and of organizational learning.

Otto B. Walter

When people are asked which characteristics are relevant to them in a given area, their answers often stay rather superficial. In comparison, when the same people are invited to draw distinctions, they reflect on a deeper level and the characteristics that really make a difference become conscious and come to the surface.

Otto B. Walter (*1966) is a psychometrician and guest scientist at the Charité Berlin. He is a multi-year stand-in professor for organizational psychology and industrial psychology as well as for methods of psychology at the University of Aachen and Bielefeld.

Peter Kruse

This time, the Tower of Babel is not in danger of failing because of different languages, but because of the inability to negotiate shared spheres of meaning.

DNAdigital interviewing Peter Kruse. (2009) Peter Kruse (*1955, † 2015) was a German network researcher, psychologist and entrepreneur and visionary. In 2014 he was elected into the top pioneers of the human resource management in Europe.

George Kelly

A construct is like a reference axis, a basic dimension of appraisal, often unverbalized, frequently unsymbolized, and occasionally unsignified in any manner except by the elemental processes it governs. Behaviorally it can be regarded as open channel of movement, and the system of constructs provides each man with his own personal network of action pathways, serving both to limit his movements and to open up him passages of freedom which otherwise would be psychologically non-existent.

Fransella, F., Bannister, D., Bell, R.: A Manual for Repertory Grid Technique. Chichester (2004).
His magnum opus: The Psychology of Personal Constructs. (1955)
The US-psychologist George Kelly was, among other things, president of the American Psychologist Association (APA).

Niklas Luhmann

Every observance makes a distinction which indicates one (and not the other) side. […] In terms of its dependence on distinctions each observance is latent to itself. It is exactly that which can be observed by drawing a different distinction.

Niklas Luhmann: Die Wissenschaft der Gesellschaft. Frankfurt/M.,1990. His magna opera: Soziale Systeme (1984), Die Gesellschaft der Gesellschaft (1997).
Luhmann (* 1927; † 1998) was a sociological thinker in systems theory. George Spencer-Brown´s logic of distinctions was most central to Luhmann‘s work. Luhmann was one of the most important German social scientists of the 20th century.

Dirk Baecker

[As George Spencer-Brown wrote:] ’Call that room which has been separated by any distinction, together with the complete content of the room, the form of the distinction’. We will use this “form“ to observe the management of an organization on the condition of understanding the organization as a phenomenon of organized complexity. That said, management can neither rely on causality nor on statistics in order to grasp this phenomenon[…].

The German Luhmann follower Dirk Baecker (*1955) developed one of the most creative continuations of the sociological systems theory. He is an economic sociologist, organizational researcher and management researcher as well as a cultural theorist.
Dirk Baecker: Organisation und Störung. Aufsätze. Berlin (2011)

Our Mission
Our Vision
Our Principle


  • We bring joy and optimism to your work
  • We make people’s abilities and values visible for the companies
  • We create the “new common vision” for all employees in a company


  • Joy and fulfillment at work
  • The willingness to do your best at work
  • Trust and confidence in changes
  • A highly effective, lean and flexible organization
  • A highly positive and efficient relationship with customers and suppliers


  • Draw a distinction
  • Together we bring hidden skills to the surface in a playful manner
  • We provide options for action from the findings for strategic decisions


Das interdisziplinäre DeepFinding-Team besteht aus Praktikern aus der Wirtschaft, Wissenschaftlern und Wissenschafts- kooperationen.

Bauer Matthias
Sales and project manager

Braunstein David
Project manager

Regional manager Austria

Jez Angela
Project manager

Dr. Rainer Kruth
Sales Executive Director DACH-Region

Leodolter Anton
Project manager

Project manager

Pesch Gabriela 
Executive director
and founder

Pesch Peter
Board of Administration

Pollak Peter 
Project manager and

Reischenböck Jürgen
Regional manager
Austria, Switzerland and Bavaria

Univ. Prof. Dr. 
Stary Christian

Dr. Walter Otto B.
DeepFinding Partner

Yan Xiong
Regional manager for Baden-Württemberg
Specialist for projects in China


Prof. Dr. Varga von Kibéd Matthias

Our Customers


1 + 4 = ?

DeepFinding SE

Zeppelinstraße 71-73
81669 Munich
Phone number +49 89 33 98 061-22


Contact: Peter Pollak, event management
GER: phone +49 89 33 98 061-29
AUT: phone +43 1 880 33-29


DeepFinding SE
Zeppelinstraße 71-73
81669 Munich

legal form: European Company
executive director: Gabriela Pesch
seat: Berlin
headquarters: Munich
place of jurisdiction: Munich
company register: HBR 141157B
USt-IdNr: DE815362725

New starting from 05.02.2018!
Repräsentanz NRW:
D: 40212 Düsseldorf, Königsallee 92a
Festnetz  +49 89 33 98 061 22

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