Customers & Project Examples

Project Examples – Successful Hiking Tours

Here you find suggestions, maps for change processes and our customer list. Do you have any questions or suggestions? Please do not hesitate to contact us.

Customer list

AstraZeneca GmbH | ATOSS Software AG | AWD Allg. Wirtschaftsdienst Gesellschaft für Wirtschaftsberatung und Finanzbetreuung mbH | BASF | Bayern-Versicherung AG | Bayerische Hypo- nd Vereinsbank AG | BMW AG | Biogen Idec GmbH | Bionorica SE | Carcoustics Haldensleben GmbH | Carl Zeiss AG | DASA AG | DaimlerChrysler AG | DB Systel GmbH | Deutsche Bank AG | Dorfner Firmengruppe | DM-Drogerie Markt GmbH + co.KG | Designafairs GmbH | EADS GmbH | EMIS Electrics GmbH | EUROJET Turbo GmbH | Eurofighter Jagdflugzeug GmbH | ERGO Versicherungsgruppe AG | Freudenberg Haushaltsprodukte KG | GEZE GmbH | Gebrüder Dorfner GmbH Co. Kaolin- und Kristallquarz-Werke KG | GILEAD Sciences GmbH | | Goodyear Dunlop Tires GmbH | Hotel Bayerischer Hof Gebrüder Volkhardt KG |IHK Westerham | Infineon Technologies AG | INTES Akademie für Familienunternehmen GmbH | Konradin Medien Gruppe GmbH | Kur GmbH Bad Reichenhall | Law firm change consultants | LEONI Bordnetze Systeme GmbH & Co. KG | Lee Hecht Harrison GmbH | Linde AG | Lufthansa AG | Management School St. Gallen | Management Zentrum St. Gallen | MTU Aero Engines GmbH | Nokia Siemens Networks GmbH | Personal Innovation GmbH | Organon GmbH | PriceWaterHouseCooper AG | | Red Bull GmbH | SBK Siemens Betriebes Krankenkasse | SBS Siemens Business Services GmbH & Co. Ohg | Schenker AG | SCS Communications GmbH Siemens AG | Siemens Financial Services GmbH | Schenker AG | St. Marien Hospital GmbH | Syscon Langlotz Institut | TEC – International Germany GmbH | Vistage-Chair Gruppe | | Wessling Holding GmbH & Co. KG | | | Woco Industrietechnik GmbH | Wyeth Pharma GmbH

Project I: Optimizing the Sales Process – Developing and Implementing a New Customer Management System

A new customer management system had not been developed and implemented very successfully. The project, which was directed through the IT department, ended with the sales managers refusing to continue working in the project and also to put the new system into practice. A detailed analysis of the current project status clearly showed what was needed to relaunch the project. The CEO agreed to become the responsible project leader. On the basis of the integrated change management approach it was possible to implement structures, tools and procedures to support effective steering of the project. A new CRM system was finally created through structured involvement of the sales managers and organized learning sessions. This new system was seen as a real benefit for the sales managers’ work and their customer management.

Project II: Change Management – A Turnaround Process

The project was started with the clear goal of achieving a turnaround within two years. To summarize the process, the following success factors have to be pointed out:

  • high, clearly stated targets, which were taken over in the budget
  • firm project organization and steering
  • regular reports about the Project status
  • continuous perusal of the defined tasks
  • interdisciplinary teams with sound decision-making skills
  • A-priority of the project at the company with full personal backing of the executive
  • communication steering and culture change

The output exceeded the expectations and specified targets. After two years, i.e. at the end of the project, a significant turnover plus was achieved.

Project III: Building a Global Virtual

Team and Data Flow Standardization

The project target was to replace numerous IT systems and to implement a standardized global version instead. Based on a strategy, a defined set of global standards, processes, roles and procedures, the implementation started. It was possible to develop a global management team, to implement a communication structure and to establish global collaboration. Further developments and global support of the platform could be ensured. Customer Feedback: “We now have a global virtual team that works together on a single solution that operates three times around the globe. This new organization brought about a new communication charter that enables us to define missions and objectives of the team with regular group meetings and phone calls. Efficiency has increased extensively as we are now able to flexibly adjust our throughput, shorten turnover cycles and generate more transparency”.

Project IV: Implementation of a Management Development Program

During the implementation phase of a management development program, the participants and some managers criticized it profoundly. Together with the customer, the program structure and the implementation process were reviewed thoroughly. Targets and contents of the program were defined more clearly and the program was communicated more precisely. Through active involvement of the responsible managers, the contents of the program modules were checked, defined more precisely and described. After this process, the program contents reflected more of the relevant management topics. It was possible to develop and communicate a management development program with a stronger focus on the company issues that was accepted and supported by the responsible managers. The revised management development program was implemented successfully.

Project V: Strategy-Oriented Management Behavior

Through acquisitions, a medium-sized German company become an international company within a short period of time. The top management behavior did not adapt to the new situation. Meanwhile, this led to misunderstandings and conflicts within the internationally staffed management team. Goal of the consulting work was to develop an understanding of the new strategic situation of the company and to adapt the leadership behavior to those demands. Through a targeted work and reflection process of the changed company situation with the whole management team, the strategic and functional challenges became more obvious and were the focus of our attention. The responsible managers got the chance to reflect their individual management style and to adapt their behavior on that basis. Each manager had to measure their leadership style and agreed on targets of personal conduct. This led to a significant change of the practiced management behavior.

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