What matters are results –
Tangible and intangible project results
Identifying and implementing success strategies.
SUCCESS STRATEGIES
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Successful focusing of an unprofitable business unit on two attractive niches – Profitability was regained after 7 months.
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Strategic transformation of a business with a core product at the end of its life cycle but accounting for 70% of turnover and 85% of net operating profit. Replacement of the core product with three new product lines in 20 months.
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Stabilisation of client’s competitive position using "unusual" market development strategy.
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Identification of clearly “strategically superfluous activities” by means of a strategy assessment. Profitability increased by 6% in 12 months.
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Ensuring enhanced strategy understanding of 90% of all participating managers within a major corporation. Each manager knew exactly what their piece of the strategy jigsaw was.
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Successful mastering of a crisis. Previously developed, scenario-specific “strategy modules” were used to maintain profitability during a time of crisis.
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Mastering of complexity. Seven key levers to successfully keep a business on track were identified within a “tangle” of opportunities, threats and options.
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Increasing market share from 9% to 12% within 2 years in a very competitive environment. Integral lever: An intelligent product strategy.
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Meeting shareholder expectations. Successful evaluation and restructuring of six existing business units within 10 months.
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Shortening of a general strategy-finding process by approx. 70% thanks to “purging” and a “methods diet”.
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Achieving a target market position by establishing a new understanding of the business structure plus the corresponding adjustment of organisational processes.
CHANGE AND IMPLEMENTATION
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Increasing innovative capability by changing the client’s understanding of processes and increasing process intelligence.
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Transforming an entrenched, hierarchical "run-for-cover" culture into a true "momentum" culture. Eliminated the “brakes on momentum” – inertia, fear of mistakes and uncertainty – within 3 years.
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Developing a strategy implementation concept enabling the client to become market leader; increase profitability and exceed shareholder expectations within 18 months.
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Developing and establishing new structures, processes and models of cooperation to achieve pro-active initiation of a transformation into a competitive, high performance organisation characterised by service leadership.
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Establishing long-term cost optimisation in procurement and sourcing, enabling the client to win back its price leadership position within 14 months.
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Increasing an organisation’s ability to respond quickly within 9 months by establishing a new cooperation model within the framework of existing organisational structures.
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Improving a client’s corporate group performance by 7% in 2 years by introducing a group-wide controlling mechanism.
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Increasing process intelligence to a huge extent. The 22% of work capacity previously wasted was transferred into value adding activities.
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Developing a successful concept for group synergy effects. Increased the value creation of the participating six sub-groups by an average of 3%; overall group profitability was improved by 5%.
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Increasing customer loyalty by 30% via focused complexity management for service structuring and processing.
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Successfully transforming a company by first defining then accompanying a carefully thought-out change policy covering the areas of "reason", "fear" and "opportunities”.
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Optimising value creation by means of step-by-step activation of a management and steering mechanism to achieve a genuine culture of high performance.
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Successfully bridging leadership deficits within the scope of implementation of a strategy by taking on leadership responsibilities and providing focused coaching.
- Creating process transparency plus parallel optimising of the existing KPI model.
