About
About Huber & Lipsker
We founded Huber & Lipsker to help organisations close the gap between strategic ambition and organisational reality.
Our work focuses on the conditions that make execution possible: how strategy is translated, how decisions are made, how responsibilities are structured, how leaders operate, and whether the organisation has the capabilities it needs to deliver.
01. Systemic
We look at the organisation as a whole. Strategy, structure, leadership, capabilities and ways of working are interconnected, so we avoid treating symptoms in isolation.
02. Practical
Our work is designed for real organisations, not theoretical models. We focus on changes that leaders and teams can implement and sustain, with a clear link to business results.
03. Built to last
We aim to strengthen the organisation, not to create dependency on consultants. Our work is designed to build clarity, capability and ownership internally.
why we exist
Strategy Creates Potential. Organisations Realise it.
We founded Huber & Lipsker around the belief that business results depend not only on choosing the right strategy, but on creating the organisational conditions required to execute it.
Research reflects the size of that gap. Organisations can lose around 40% of their strategy’s potential value through execution breakdowns, while strong alignment between strategy and execution is associated with an 86% increase in initiatives meeting their goals compared with low-alignment organisations.
That is why we look across structure, leadership, roles, capabilities, decision-making and ways of working to understand how the organisation operates as a system.
By identifying where those conditions no longer support strategic execution, we help organisations make focused changes that translate ambition into sustainable business results.
%
Potential strategic value REcoverable
%
Increase in initiatives meeting goal
Sources: Harvard Business Review / Bain & Company; Project Management Institute.
The partners
Different Expertise. One Approach.
Alina Huber
Co-Founder
“I co-founded Huber & Lipsker because I believe organisations perform at their best when people have the clarity, capabilities and conditions they need to contribute. I am interested in what sits behind visible performance problems – and in creating organisations where people can take ownership, make effective decisions and turn business ambition into results.”
Uri lipsker
Co-Founder
“After more than 15 years of working in and observing organisations, I have become convinced that thriving depends on having the right conditions in place. I co-founded Huber & Lipsker so I can work where strategy, organisation and people come together, helping businesses turn ambition into practical, sustainable results”
Alina brings experience across organisational development, leadership and talent management in international organisations. Her work focuses on understanding the systemic factors that shape organisational performance and identifying the changes that will have the greatest impact. She combines a strong people and leadership perspective with a business-focused approach, helping leaders create the conditions their organisation needs to perform, adapt and grow.
Uri brings experience across organisational development, talent development and leadership in international technology organisations. His work focuses on translating strategic priorities into the structures, capabilities and ways of working required for execution. He combines organisational thinking with a practical understanding of how businesses operate, helping leaders connect strategy with sustainable performance.
how we work
What You Can Expect
Start with the problem
We begin with the business outcome, and understand what is preventing the organisation from delivering it.
look beneath the symptoms
We identify underlying organisational causes rather than treating visible problems in isolation
Connect strategy and organisation
Every recommendation is anchored in what the business is trying to achieve.
work with the organisation
We develop solutions collaboratively so they reflect operational reality and gain internal ownership.
Keep it practical
We prioritise changes that can be implemented and used, not frameworks that remain on slides.
Build to last
We strengthen internal capability so improvements continue after the engagement ends.