Ideas & Concepts

We ask our future

Life after 2021 - we question our future

After an alienating 2020 and 2021, we have launched an initiative to stop letting our lives be dictated by the crisis and its drivers. To this end, we are simply taking our lives collectively into our own hands by launching a new kind of future strategy: for all those who want to take new paths - and for a joint departure into the coming years from the year 2021 ... into our future!

Therefore, we received questions from many interested people in advance and combined them into a questionnaire.

The result is a universal strategy for the future made up of various building blocks, as a starting point for each individual and all of us:

"Life" - as a common departure into the coming years - out of "Our 2021" ...


Our 2021 - our joint strategy for the future is ready to go

After an alienating 2020 and 2021, we have launched an initiative to collectively take charge of addressing the ongoing crisis situation:

Together with all of us we want to develop a universal future strategy for us all develop: "Our 2021" - as a joint departure into the coming years!


Our 2021 - our joint strategy for the future

UPDATE: We are extending the submission of questions for our collective future strategy "Our 2021" until February 22. The goal is to develop a path out of the crisis for our collective future, which we shape autonomously as people and companies.


After an alienating 2020, we would like to launch an initiative to collectively take the management of the ongoing crisis situation into our own hands:

Together with you, we want to develop a universal strategy for the future for all of us: "Our 2021"!


NEURONprocessing Innovation Update Aviation

Innovation Update Aviation #1

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Our first "Innovation Update Aviation" - with three extraordinary ideas for new business areas for airlines.

Hello to our first "Innovation Update Aviation" - for everyone interested in novel & also feasible ideas for aviation. We also broadcast this update on our IDEAS FOR FUTURE TV channel linked here and our podcast of the same name.

In our Innovation Update - which is available for different industries - we present new forward-looking ideas - resulting from our NEURONprocessing ideation projects. The NEURONprocessing method enables our brain [NEURON] to be used in an ideal* state for idea development in a software-based way [processing] - and is thus one of the most efficient methods for the development of sustainable concepts and solutions.

My name is Thomas Tankiewicz and I am the head and co-founder of NEURONprocessing. For aerospace, I am assisted by our aviation expert and co-founder Tobias Krieg, who worked for 14 years in quality management for the largest European aircraft manufacturer AIRBUS.

So - here we go ...


How airlines will take off into the profit zone again in the future with necessary innovations and fresh ideas

A novel methodology of trend and future research paints a picture that goes beyond the established scenarios of the industry.

NEURONprocessing, a Hamburg-based company specializing in innovative idea development (ideation), has investigated the question of what "The possible future optimum for airlines - especially with regard to new business fields" might look like. The question is part of the project "Ideas for international airlines during and beyond the crisis"., as part of the COUNTER CRISIS IDEATION | IDEAS DEVELOPMENT FOR CRISIS MANAGEMENT initiative.

Based on the current situation, it is difficult for most airline executives to envision the possible development of the aviation industry over the next few years.

The current situation is forcing most airlines to focus mainly on acute issues, such as resuming air traffic as quickly as possible at present. This leaves the companies little or, in the worst case, no scope at all to deal with the development of a possible future optimum based on sustainable measures and innovations.

For this reason, the ideation specialist NEURONprocessing with its research-based NEURONprocessor Software The Institute for Idea Development set out to work out a possible optimum for the airlines, which could last beyond the crisis.

In general, a global market shakeout in favour of the renowned and state-owned airlines is already taking place during the crisis - and also in the following years.

"As paradoxical as it may sound at first glance in the current situation, the spectrum of new possibilities (solutions) is very broad and accessible to any competitor in the global market who sees the crisis as an opportunity," says Tobias Krieg as project manager of this NEURONprocessing ideation and former Airbus employee (Aircraft Quality Conformance Manager).

In addition, promising new business areas are emerging for airlines that are willing to innovate. These can be easily integrated into the airlines' newly created infrastructure in the change that is now urgently needed. In the project results, these lucrative business areas will be discussed in more detail.

These include:

  • A new environmental approach with real results that are transparent to society
  • Health care and related new services
  • Public innovation as an accelerator of sector-specific issues

Within the framework of the entire project "Ideas for international airlines during and beyond the crisis"., the following points were elaborated:

  1. The current situation of airlines in the context of the Corona pandemic.
  2. Other possible immediate measures by airlines for regular flight operations out of the crisis.
  3. Possible period of the critical phase of the pandemic for airlines.
  4. Steps that airlines need to take now, in parallel to the above immediate measures, to enable an entry into an optimal future development.
  5. The milestones of the airlines on the way to a possible optimum.
  6. The possible optimum for airlines beyond the crisis - especially with regard to new business areas.
  7. Currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for aircraft manufacturers that are lucrative even beyond the crisis.
  8. Currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for airport operators that are lucrative even beyond the crisis.
  9. Finally, it was examined whether there are striking differences in the application of the developed ideas in an international comparison.

The results can be found on the NEURONprocessing website:


The NEURONprocessing company works with a constantly growing team of international professional IDEAS developers. The idea development takes place with the research-based NEURONprocessor Softwarewhich enables the development of ideas in the optimal mental state. The resulting collaboratively developed results go far beyond the established thinking (internal view).

Within the framework of the COUNTER CRISIS IDEATION initiative, the company is in a position - especially in crisis situations - to effectively develop the solutions, innovations and strategies that show those responsible and those affected an expanded spectrum of action. The goal is to minimize specific negative effects of crises - but also to understand them as an opportunity for change and further development.

NEURONprocessing is looking for further experts for its topics and projects, so that they can work with the NEURONprocessor for the purpose of providing support in the development of ideas. Interested parties simply contact the company.

NEURONprocessing Company:



NEURONprocessing UG


What is NEURONprocessing?

NEURONprocessing is a platform that offers idea development (ideation) via software, in workshops and on commission. In addition, there is training as a professional, certified idea developer. NEURONprocessing also provides the necessary software for idea dissemination. The approach is based on findings from brain research and was developed under the leadership of Thomas Tankiewicz - co-founder and managing director.

What is the goal of NEURONprocessing?

In essence, NEURONprocessing is a tool that develops creative processes as software in a more targeted serial manner and leads to significantly more efficient results than comparable methods. It uses findings from brain research to better tap the creative potential of the human brain. Software based on these findings - the so-called NEURONprocessor - enables the reduction of everyday thinking in connection with extremely increased intuition - and thus allows to act apart from prefabricated thought patterns and to develop solutions more efficiently.

A project based on the NEURONprocessor software (self-use, workshop or order) provides immediately usable results at low costs. This NEURONprocessing idea development (ideation) is applicable for any kind of problem solving and innovation: for technical developments, the conception of marketing measures, as well as the change of organizational structures and processes.

How successful is NEURONprocessing?

Example financial company

Task: Customers did not pay attention to the company's correspondence, although the disregard was associated with increasing costs for you. The goal: increase attention and quick response from customers.
Solution: In order to change the "text deserts" with their "technical jargon", a communication designer was brought in to graphically depict the ever-increasing costs with continued non-response to the cover letters. The image of the client was rebuilt into a helper who always finds a solution for the customer. The response rate increased to 70 %.

Example high-tech company

Task: At a Formula 1 supplier, two interconnected components repeatedly tore apart in load tests. Question: What is the problem, why does the fault always occur in the same place and how can this be remedied in terms of production technology?
Solution: The breakage of the adhesive was caused by vibration or tensile forces. To prevent this, the carbon fiber component should be baked longer. The adhesive should be thinned and injected with more pressure and additionally with a rotating motion to achieve a more even distribution.

What does NEURONprocessing cost?

Depending on your needs, NEURONprocessing works on individual or multiple issues in a workshop or as an assignment. In addition, there is the possibility of self-application and training as a professional, certified idea developer.

The current prices for personal use or use as an organization can be found on the NEURONprocessing website:


NEURONprocessing emerged from the ISFR - Institute for Brain Research, Science & Futurology, founded in 1996.


2006 - "NEURONprocessing Institute for applied brain & futurology".
2016 - "NEURONprocessing Think Tank, Academy and Institute for Brain & Future Research".
2019 - NEURONprocessing UG


Thomas Tankiewicz - Management
Dirk Jacobasch - Development Manager
Uwe Volk - Head of Research
Jörg Salamon - Investor Relations


International teams put together depending on the assignment (project)


Companies from various industries, municipal institutions and authorities

Company address

NEURONprocessing UG

Web links


9. international application of novel and innovative ideas for aviation and airlines beyond the crisis

In this part of our project "Ideas for international airlines during and beyond the crisis". is concerned with the question "Are there striking differences in the application of the ideas developed in an international comparison?".


The from NEURONprocessing The ideas developed in this project can be implemented worldwide. If necessary, our ideas can be adapted to country-specific conditions and regulations within a very short time.

On the one hand, this is due to the international character of aviation, which is a globally positioned and highly networked industry. On the other hand, however, this is primarily the result of the used NEURONprocessor Software for idea development, which always guarantees optimal results for any kind of idea development.


Global mergers

In the case of the Optimum When describing possible mergers and alliances between large, established airlines and smaller competitors, it is important to ensure that the prevailing safety standards are aligned with those of the parent or partner airline.

This is particularly true if potential subsidiaries or partner companies come from emerging and developing countries. These countries can benefit in the long term from cooperation with the established airlines and in this context there can be a steady improvement in the local air traffic infrastructure.

Global impact of pandemic travel restrictions

A relaxation of pandemic travel restrictions is expected to occur gradually across the globe. It will start with the major air traffic hubs, which have already taken adequate security and hygiene measures or can easily adapt to them due to their existing infrastructure.

Gradually, the regional airports will follow suit and will mainly be oriented towards the concepts of the large hubs. However, it is possible that some regional airports will surprise us with simpler or leaner concepts.

Particularly in the initial phase up to the year 2021, it will depend on how high the current infection figures of a disease that is a threat to society will be in the respective destination country. The precautionary measures to be taken by the airlines in the future will be based on this in order to be able to transport passengers to and from these countries at all.

Special airlines will establish themselves on the market that are particularly well placed to serve these health-critical countries. They will succeed in this, among other things, in close cooperation with the local health authorities and the medical facilities located or integrated at the airport, as we have seen under the new lucrative business areas for airport operators aspect.


This is the last item in our project "Ideas for international airlines during and beyond the crisis".. In the next step, we will add further ideas to the existing points and deepen existing ones".

8. helping ideas and new business areas for airport operators that are lucrative beyond the crisis

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Which are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for airport operators that are lucrative beyond the crisis?".

In principle, airport operators must adapt the generally applicable hygiene and safety standards with regard to the pandemic, as they are already implemented in other areas of society. In doing so, the airports can, as we have done for the airlines (From disseminator to preventer under point 6. Milestones), take a pioneering role and help to shape or even anticipate future standards.

In addition, airport operators do not currently require any further essential immediate measures. The "time freed up" at the airports can be ideally used for major maintenance and repair measures that would otherwise have to be organized at great expense during flight operations or during the tightly scheduled rest periods. It is worthwhile for operators to bring these forward now in order to ensure a trouble-free start to flight operations after the crisis.

In the long term, it may be worthwhile for airport operators to expand their existing experience and shopping offerings for passengers and airport visitors to include those from the education and health sectors.

Futuristic ambience

As we have already discussed in the section Futuristic ambience under point 4. Optimum described above, it is imperative that the idea of futurism is also adapted at the airports and that the underlying environmental concept is clearly visible and, above all, can be experienced by the visitors.

To this end, airport operators can create specific themed and experiential worlds so that airports can offer information value (infotainment) in addition to the previous entertainment value. In corresponding cinemas or interactive media installations, airport visitors can already experience the environmentally oriented future visions of tomorrow's aviation and continuously inform themselves about its progress.

In this context, the creation of unique selling points at a particular airport is important for the long-term success of these attractions and worlds of experience. This can encourage potential passengers to give preference to this airport as a starting point and transfer option for their future travels.

They can get support in planning from the established amusement and adventure parks and benefit from their wealth of experience. Long-term partnerships with existing park operators are also conceivable here.

For the airport operators, this idea is primarily about becoming a pioneer and about depicting and propagating the global change towards an environmentally friendly society. Here, too, partnerships with infotainment partners already active in this area are conceivable.

Medical centres at the hubs

Airports can continue to develop into medical centres, as already exist at some major airports. These centres offer lucrative and high-quality health services for passengers and airport visitors. The passenger can kill two birds with one stone and, for example, combine the upcoming visit to the dentist with the next flight.

The implementation of such medical facilities is facilitated by the fact that similarly high safety and hygiene standards as in hospitals are already in place at airports.

Also conceivable in this scenario is the establishment of special medical focus centres at the major aviation hubs (e.g. for complex operations that require a high degree of technology). Potential patients could thus fly to the nearest suitable major airport for their treatment, in order to receive the best possible care without having to travel further. This idea is particularly interesting for health care in emerging and developing countries where the medical infrastructure is not yet sufficiently developed.

An additional advantage of these centres would be that passengers with urgent and suspected pandemic illnesses could be screened upon arrival at their destination airport without leaving the airport security gates.

Furthermore, airports can offer their passengers appropriate health deals together with the airlines (e.g. discounts on treatments or payment by air miles).

Service offers

It is also worthwhile for airports to continuously expand their service offerings. In addition to the existing parking and maintenance services for cars, food and shopping services can also be offered.

Passengers can select their desired products online until shortly before landing, which are then made available for collection in the baggage claim area upon arrival. This concept includes all retailers located at the airport who would like to offer their goods additionally via this service and also the gastronomy with corresponding takeaway products. For the local merchants this service means an additional source of income. Passengers benefit from saving valuable free time for these purchases after a long flight or a stressful day at work.

In the next part of our project "Ideas for international airlines during and beyond the crisis". the question "Are there striking differences in the application of the developed ideas in an international comparison??".

7. helping ideas and new business areas for aircraft manufacturers that are lucrative even beyond the crisis

In this part of our project "Ideas for international airlines during and beyond the crisis". is about the question "What are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for aircraft manufacturers that are lucrative beyond the crisis?"

In times like these, it becomes clear how interdependent both the airlines and the aircraft manufacturers are. It therefore seems only logical that they continue to work together on possible solutions and innovations for the industry and share possible risks among themselves.

The impression is growing that the industry is facing fundamental technological as well as structural changes. The trend towards smaller and more environmentally friendly aircraft is only one major element in this.

We would be very surprised if the aircraft manufacturers do not already have other suitable ideas in their drawers, which can now be used profitably for all concerned.

As a current immediate measure on the part of the aircraft manufacturers, the prompt development of modular protection concepts for the aircraft cabin promises grateful customers among the airlines. The complexity of the concepts ranges from simple respiratory protection masks, to dividers between the seats, to complete room dividers for the cabin, which enable safe transport in small groups, especially of passengers from risk groups.

The modular design allows a simple and quick adaptation of the protection concepts according to the hygiene standards/guidelines of the respective travel countries. These protection concepts are designed to provide passengers with maximum safety with regard to their own health while at the same time ensuring maximum passenger comfort.

Boarding 2.0

The introduction Innovative boarding concepts on the part of the airlines, we have already discussed in the section Optimum presented. Long-term solutions from aircraft manufacturers envisage support for the boarding process by means of an appropriately designed cabin structure.

This can be realized, for example, by interchangeable passenger cabins. Similar to today's cargo aircraft, these are transported on platforms into the provided aircraft with the passengers who have already boarded. In this case, the entire boarding process takes place outside the aircraft.

This will ensure a high level of passenger safety, reduce waiting and contact times for passengers and result in shorter turnaround times for airlines.

The modular design of these cabin concepts also allows optimum adaptation to the respective load situation and flexible configuration of the different travel classes.

Smaller aircraft in trend

Even before the onset of the Corona pandemic, demand for wide-body passenger aircraft, especially those with four engines, was plummeting. Airbus announced the discontinuation of its A380 program in early 2019. Rival Boeing had also previously ceased production of the passenger variant of its B747 program.

The Corona crisis was not the first cause of the trend towards smaller aircraft in the aviation industry, but now it is all the more pronounced. Aircraft manufacturers can supplement this market as soon as possible with more environmentally friendly aircraft with low or, in the best case, even no pollutant emissions. The smaller scale of these aircraft also facilitates the timely introduction of new propulsion concepts based on renewable energies.

This category of aircraft can operate optimally primarily on short-haul flights at lower altitudes. As described in the section Immediate action In the future, it is very likely that passengers will again increasingly demand point-to-point connections. Thereby the regional airports (see Immediate action) are experiencing a renewed boom.

With the introduction of more environmentally friendly aircraft concepts by manufacturers, it is imperative that a fully futuristic aircraft and cabin design which will make these serious innovations directly perceptible to passengers.

In view of the technological challenges that these new aircraft concepts pose for aircraft manufacturers, it is also important to ensure that the time-to-market is reduced as much as possible compared to traditional aircraft programmes. For this purpose, it is important that the manufacturing companies advance their developments hand in hand with the airlines.

Visions of the future

From the data provided by NEURONprocessing The ideas described so far show that for the airlines and especially for the aircraft manufacturers, it is not primarily a matter of returning to the usual situation before the crisis. Rather, the current crisis can open up new possibilities for manufacturers in the development area, the introduction of which on the market has so far seemed unthinkable or not worthwhile.

To get on the optimal line of development, fundamental changes in manufacturing operations and their supply chains seem inevitable. The global supply chains can be transformed on the way to the Optimum to make optimum use of their previous experience and infrastructure for the production of the new aircraft components and also to make these available in an international network.

In the next part of our project "Ideas for international airlines during and beyond the crisis". is about the question "Which are the currently still helping, missing ideas (in the sense of immediate measures) - and possible new business areas for airport operators that are lucrative beyond the crisis?".

5. possible period of the critical phase of the pandemic for German schools and educational institutions

In this part of our project "Optimal digital learning during and beyond the crisis". is concerned with the question "How long the possible period of the critical phase of the pandemic will last for schools and educational institutions in Germany".


A long-lasting phase

The period as a whole is a rather long-lasting phase that people have adjusted to within their means. However, the impact will be of a longer duration as we as a society have only got through the initial phase and we are not returning to full normality any time soon. Even if an absolutely reduced school operation has already begun (as of mid / end April 2020).

In essence, it could be a total of 3 - 4 difficult months. Therefore, the implementation of the new ideas outlined here is necessary as soon as possible.

Over time, all those involved adjust to the situation as best they can. Therefore, it is important for the school and education sector to establish the necessary routines in the context of digital learning and to develop them in the long term - as shown here.

An initial improvement occurs when the majority of all current restrictions are lifted.


Peak only in May

The effects could continue to be felt until the end of the year, although the peak could be passed by the end of May: The epidemic may even peak in May before leveling off relatively quickly.


Improvement from the end of June

From the end of June, there would then be a significant improvement in the general situation (with regard to the pandemic). The more intensive effects could still be felt into the summer - August / September.

In other words, it could take longer than planned because the peak has not yet passed. It is possible that the schools will remain closed for regular operations until after the summer holidays.


Fade out

After that, the curve slowly flattens out and regular operation returns in greater numbers. In combination with the parallel required digital learning, a total period of 8 - 9 months can be achieved, with further opportunities for digital learning through the new ideas, innovations and possibilities.


Wavelike progression

We may be dealing with a wave-like progression. The effects can be significantly reduced by the measures we have described. It is possible that we will have another wave of infections in the autumn.


School attendance in exceptional cases

In cases of existential threat, it should be possible for parents to return their children to school with a declaration of consent from the end of April / beginning of May. The prerequisite should be that the children do not belong to the risk group and also do not have family members from risk groups in their direct environment.

Another reason should be to avert psychological damage to children when this threatens to become too great. In most cases, the damage is probably caused by a perceived lack of contact, multiplied by a disturbed closeness-distance relationship between child and parents.



The time until normality prevails will in many cases be several weeks beyond the gradual reopening of the schools. This is individual for each school, which is due to the fact that schools or teachers provide their students with different content. Digital assignment sheets, for example, can be checked, discussed and improved in a timely manner. At schools where the supply is analogue or via the mere sending of non-editable (scanned) PDFs, performance monitoring is downstream.

Unless results can be sent in continuously, it will not even be possible to check them until the schools reopen. These teachers will thus be busy for a long time dealing with old topics - if they do this at all. Unfortunately, these topics have no real value at that point, since the topics were already dealt with several weeks ago. This problem is especially true for elementary schools.


The epidemic is possibly the impetus for a complete renewal of the existing (worldwide) school system.

The trigger for this is probably that parents are more concerned with the teaching content of their children during this time. In addition, parents' demands increase as the crisis continues. The same applies to parents' understanding of what their children are - or are not - learning in schools.

As a possible scenario, the previous school system will only have a transitional justification in the long run, mainly to take care of the students. The development goes towards a free, dynamic and digitally flanked learning system.

This renewal of the school system is a longer process that will take at least the next 5 years.

There is unlikely to be a critical phase after the epidemic subsides, as the school system is basically in the process of reinventing itself - or rather, conquering the digital space and free learning through experiences now made.

The transition from the classical to the new school system will probably take place in several waves so as not to overburden the pupils and institutions.



In the future, universities will focus more on practical applications, experiments and research. In the future, the previous content (lectures) will increasingly be taught via suitable teaching platforms.


Educational institutions

In educational institutions, how and when they resume operations must be decided on a case-by-case basis, as some educational institutions are confronted with at-risk groups and some rarely if ever.


In the next part of our project "Optimal digital learning during and beyond the crisis". is concerned with the question "What role or function can learning and publication platforms assume in the context of this project".

4. ideas for schools and educational institutions on tasks outside their core activity during the crisis

In this part of our project "Optimal digital learning during and beyond the crisis". is concerned with the question "What tasks can German schools and educational institutions take on in the crisis outside their core activities".


increase media literacy

Teachers and support staff should, wherever time is available, pay strong attention to the development of media literacy - for themselves and for students, so that they can meet them on an equal footing.


Push digital learning

In addition, the elaboration or further development of a concept for digital learning should definitely be pushed - a possible blueprint for this we have described in our Part 3 pointed out. Teachers in particular should make a significant contribution to the development of a learning platform, as they are "on the front line" on a daily basis. At this stage, they can provide "live" support in developing and implementing such a concept.


Determine communication channels

Coordination with the parents should also be carried out in the current phase, which is still continuing. The aim is to find out how best to work with the children as a team (teachers and parents):

  • What support do parents want in learning at home specifically.
  • Provide material and by what means.
  • Possibly make "safe" home visits if parents can't cope.
  • Provide video conferencing for existing class groups so that children can continue to interact socially.


Joint teams with the school authorities

There should also be a closer interlocking between the school authorities and the schools and teachers in order to enable more practical relevance and a better exchange. All that is needed here is to form cooperating teams for specific tasks, which is no problem from a technical point of view - e.g. via Microsoft Teams or similar solutions. After the crisis, these teams should aim to improve the school system and optimise processes.



Schools can / should cooperate with each other to build up common content (content pools), so that not every school has to create, digitise and integrate the required content itself. In this context, it is also worth remembering the possible direct cooperation with providers of textbook publishers and content platforms (content), so that content can already be fed directly via these partners in the beginning - and later increasingly. In this context, it is important to regulate the necessary licenses (rights and fees, if applicable). In addition, teachers from the same subject areas should coordinate their content at online conferences - if necessary, they should also form permanent working groups (teams).

See also:
"Part 3 - Optimal tools, concepts and structures that schools and educational institutions in Germany can build up, which will have a promising future even beyond the crisis | Point 3 - Content level: Teaching materials".


Pupils: Senior telephone partnerships

Pupils of the 6th to 8th classes could take over senior telephone partnership. On 2 - 3 days a week, joint (video) phone calls could be made in order to create closeness for both sides. This would reduce the stress factor regarding isolation, which has a negative effect on the immune system.


School canteens and caterers: home delivery

School canteens and caterers could offer home delivery to ease the burden on families and parents. This would help to preserve jobs.


Data management

The remaining reduced teaching time could be used to "clean up" and reorganize the technical infrastructure.


In case of emergency: Premises

Schools can provide premises in an emergency - especially gymnasiums. These could be used for mobile hospitals.


Educational institutions

Educational institutions can establish themselves as further education institutions in this time and should use this chance. The new target group here is parents, to support them in teaching children or to flank them - similar to the "tutoring principle", which would also lead to a better quality market for tutoring.

The existing online infrastructures of innovative educational institutions could be used to implement this idea. Educational institutions without such a structure can offer learning topics according to our blueprint of an optimal learning platform (see part 3) - initially still with the aforementioned rudimentary tools and later with a mature online infrastructure (LMS).


In the next part of our project "Optimal digital learning during and beyond the crisis". is concerned with the question "How long the possible period of the critical phase of the pandemic will last for German schools and educational institutions in Germany".



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