Results
Success of consulting is not measured by concepts but by the results from the implementation. We will achieve these results together.
Our strength lies within combining the drive for implementation of program managers who have the analytical strength of strategy consultants but also the detailed foundation of experts. We include these skills in a structured change process and train every consultant to make use of them.
Below you will find a selection of our implemented results and an overview about our branch experiences.
Portfolio Shaping
Situation
Existing competencies are grown in a historic and opportunistic way. There is no sufficient evidence for where to further invest or disinvest (German organization; more than 1,000 employees).
Solution
Setup a business topic-map and evaluation of the business topics, as partial markets, in respect of demand situation, competitive situation, and profitability. Prioritize the business topics, as well as definition of core topics, for the further development of the service portfolio and topic strategies. Decision templates for investments and disinvestments.
Integration
Situation
With integration of other corporate units, the service portfolio needs to be completed and a clear market setting needs to be supported (German organization; more than 1,000 employees).
Solution
Due diligence of the units to be integrated and definition of business cases, for the releasing and including organization. After negotiation, start a change program for integration of portfolio and processes, and for arranging employee transitions legislated by co-determination.
Outsourcing
Situation
Some historically grown structures are not contributing to a competitive value proposition, in terms of quality or costs (German organization; more than 1,000 employees).
Solution
After portfolio shaping, source a review of existing structures, which are not core competencies. For non-competitive structures, Business Cases for Sourcing alternatives are calculated and negotiations with potential partners are started. After negotiation, start a change program.
Change Programs
Situation
Change the organizational structure, in companies with co-determination and global organizations with varied settings for co-determination. The aim was to not allow any drop in performance and service quality, whilst the changes take place (global organization; more than 4,000 employees).
Solution
Make use of the integrated change frameworks considering strategy, organization, and implementation, in a comprehensible way, throughout stakeholder management, for changes already started with a strategy definition. Systematic involvement of the different management layers, according to a detailed timetable. Continuous feedback retrieval and management.
Transparency
Situation
For internal management and customer discussions the validation and a more detailed understanding of production costs is required (global organization; more than 4,000 employees).
Solution
Existing cost structure in internal reporting, based on cost types and cost centers, is detailed in product unit costs and material unit costs. Therefore, an inventory of quantities is set up, direct costs are evaluated, and allocation rules for indirect costs are defined. The data is investigated in close contact with Middle Management, to challenge and ensure data acceptance, as well as completeness.
Performance Management
Situation
Critical situations in major projects have a delay in transparency (European organization; more than 1,500 employees).
Solution
Thorough introduction of project progress controlling, on basis of: (1) a mandatory work breakdown structure, with a defined minimal level of detail for the work packages; (2) definition of target costs, deadlines, and sign-off criteria per work package; and (3) integration of this data in a consolidated, earned value reporting, with drill-down functionality to the root causes of plan variances. This performance reporting is implemented in close cooperation with the project managers, by reviews ran via a central project team, and with establishing a steady reporting to the Top Management.
Management Conventions
Situation
The Top Management wants to jointly address their direct reports (~ 20 Senior Managers) and their direct reports (~ 60 Middle Managers). Responsibilities and professional backgrounds of these participants vary; the managers are distributed in different regions and usually have no regular contact amongst each other (German organization; more than 1,000 employees).
Solution
Setup separate conventions for (1) the Top Management and the Senior Management and (2) of Top/Senior/Middle Management. In close alignment with the Top Management, a project team defines the key messages and develops a tight storyline with speeches, workshops, external keynote speakers, and events. All content is concerted on a central key message. For instance: the topic of “Performance” is impressively illustrated by a conductor, with the different professional background of a symphonic orchestra. The “return on investment” of these events is defined as commitment on a common strategic direction.
IT Security Governance
Situation
Groupwide harmonization of IT security standards including a framework, guidelines, processes for different business models in several divisions while ensuring compliance with ISO standards (German organization; more than 500 IT employees).
Solution
Specification of an information security governance and of a detailed information security framework, which combines, among other tools, risk assessment, incident management and a corporate wide reporting concept.
Market Orientation
Situation
A spun off organization in a heavily regulated environment must be transformed into a market-orientated company (German organization, more than 800 employees).
Solution
Concept, which defines economic responsibilities for the key roles of sales and production and which makes success measurable with the help of key performance indicators. Controlling and supporting the change processes with relevant communication measures. Additionally, design and optimization of other business processes to make them suitable for the changed business environment.
Employee Feedback
Situation
Employees are complaining about lack of participation. At the same time, some essential processes are not sufficiently pragmatic. According to customers, the ability to innovate needs to be improved (German organization; more than 1,000 employees).
Solution
Consolidation of all existing feedback channels, in a centrally managed „feedback engine“. Building up a continuous working team for administration and – above all – steering the evaluation process carried out by line management. Establishment of defined service levels, for the qualified evaluation of employee ideas, communication back to the employees, and implementation of adequate ideas. Setup campaigns for core innovation topics.
Corporate Communication
Situation
Medium-sized company needs regular employee communication, satisfying the innovative spirit of the employees. Undirected communication needs to be avoided (German organization; more than 1,000 employees).
Solution
Setup regular communication by separate employee and management newsletters, chats with Top Management, and intranet platforms. Setup a defined cycle for releasing these information pushes. Regular alignments with Top Management (messages to be communicated/campaigns) and the extended Management Team (news from the organization).
Corporate Events
Situation
The employees are located at different sites and work in different units. With outsourcing of a department, a common brand and self-image must be established, which enables the organization to continue the competition with external suppliers and build up a cost-covering business (German organization; more than 1,000 employees).
Solution
Setup an almost full company-internal project team for the creation of key messages, for the annual event, preparation of information desks and workshop offerings about core topics, work on speeches from the Top Management, and invitation of keynote speakers. The project team’s work is completed by the support of professional event agencies, taking care in event preparation, side shows, and event branding.
Clients
For Management Consultants, it is usual not to disclose the client's identity on the website. Trust is key. But have a look at our branch experiences in the count of clients.
IT + Telco
Banking
Insurance
Logistics + Trade
Public Services
Chemistry
Energy
Construction
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