It could be the result of an acute imbalance or a deliberate change initiative, but when things need to happen fast, our experts are on hand to provide analysis and custom solutions to help get your project or company back on track – and move forward with renewed vigour.
ASSESSMENTS & AUDITS
ASSESSMENTS & AUDITS

PROGRAM & PROJECT MANAGEMENT
PROGRAM & PROJECT MANAGEMENT

TURNAROUND MANAGEMENT & REVITALISATION
TURNAROUND MANAGEMENT & REVITALISATION

CHANGE & TRANSITION MANAGEMENT
CHANGE & TRANSITION MANAGEMENT

When the focus is on increasing business results without damaging company structures, we can help you to make considered, targeted adjustments which will increase the performance of your organisation and processes.
PERFORMANCE IMPROVEMENT
PERFORMANCE IMPROVEMENT

MAKE OR BUY ANALYSIS
MAKE OR BUY ANALYSIS

PROJECT GOVERNANCE
PROJECT GOVERNANCE

SOURCING & CLOUD TRANSFORMATION
SOURCING & CLOUD TRANSFORMATION

The English word “entrepreneur” comes from the old French for to undertake, to act boldly, and originally meant ‘leader’ or ‘champion’. In that spirit, let us help you conquer new markets and get real traction into your organisational transformation projects.
INNOVATIVE CONCEPTS & STRATEGIES
INNOVATIVE CONCEPTS & STRATEGIES

ORGANISATIONAL DESIGN & HR GROWTH
ORGANISATIONAL DESIGN HR GROWTH

M&A & POST MERGER INTEGRATION
M&A & POST MERGER INTEGRATION

BUSINESS & MARKET BRIDGING ASIA
BUSINESS & MARKET BRIDGING ASIA

Know-how, know-who, know-what: benefit from our network of specialists for specific assignments and from our wide-ranging expertise to help you make the right strategic business decisions.
HEAVYWEIGHT EXECUTIVE MANAGEMENT
HEAVYWEIGHT EXECUTIVE MANAGEMENT

INDUSTRY SPECIALISTS & FOUNDERS BREED
INDUSTRY SPECIALISTS & FOUNDERS BREED

RESEARCH & BENCHMARKING
RESEARCH & BENCHMARKING

THOUGHT LEADERSHIP WORKSHOPS & COACHING
THOUGHT LEADERSHIP WORKSHOPS & COACHING

REVITALISING A MEDIUM-SIZED AUTOMOTIVE SUPPLIER
WHAT
A strong decline in profits and negative capital cover as a result of management mistakes and pressure on prices; serious performance problems in development, production, and administration; outdated business model; conflicts of interest between partners.
HOW
Assessment and restructuring report commissioned by partners; re-orientating the business model; drawing up a business plan; closing two business areas; renegotiating prices with corporate customers; costing various liquidation scenarios; moderating merger talks.
WOW
Turn-around and return to path to profitability; employment secured in an economically disadvantaged region; synergies generated by consolidating business areas with the parent company.
REORGANISING A VEHICLE NETWORKING DEVELOPMENT PROJECT
WHAT
Coordination issues between two business areas (run as “silos”), lack of clear decision processes, divergent directions of travel, individual interests taking precedent, no common vision; serious lack of resources, considerable operative issues regarding products in the field and at roll-out; difficulty launching new products and product versions.
HOW
Assessment of the status-quo, re-design of decision-making bodies with clear processes and orders of business; implementing a new organisational structure with e2e product managers, centralising the development and integration remits, and creating a cross-disciplinary organigram with mixed competencies; developing a transparent, shared vision, communicating the changes in an active, open way; implementing a process-driven re-organisation (tasks > processes > committees > roles).
WOW
Greater transparency and a shared understanding of remits, responsibilities, and contributions to value on a role-by-role, employee-by-employee basis; a joint vision for the organisation and its products, leading to a “one team” mentality; strong reductions in the intensity of turf wars between company divisions; faster, clearer decision-making structures; flexibility and speed in product development; improved customer-facing product quality.
DEVELOPMENT OF A GLOBAL MULTI-CLOUD-IT INFRASTRUCTURE STRATEGY.
WHAT
The in-house IT service provider of an international blue chip is in a precarious situation: the existing IT outsourcing solution is non-functional, with dramatic delivery issues, poor performance and service delivery, global coverage and planned growth are at risk - a new future-proof IT infrastructure strategy is to be developed and implemented.
HOW
Carrying out benchmarking exercises with internal interviews; scanning the market for partners and researching alternatives; developing a multi-cloud way of working; delivery strategy workshops to top management; producing a business case; process-modelling the new services; far-reaching internal change program and organizational transformation.
WOW
Worldwide delivery restored; turnover and Ebit potential increased; contractual disputes and customer-side claims reduced; future-proof model for innovative solutions established.
PERFORMANCE IMPROVEMENT FOR SERIES TECHNICAL SUPPORT
WHAT
An multi-brand OEM is financing the costs of series technical support (maintenance, updates, patches) out of project budgets in a decentralised way; Build and Run organisations are not synchronised; many measures do not penetrate the whole applications landscape and lead to a permutation of component versions running in parallel; this increases costs and creates security risks.
HOW
Steering committee with stakeholders from both Build and Run; creating transparency with regards to all relevant measures in Run-side series technical support (component responsibility); including the Build side in the initiative and consolidating outlay expended in carrying out support measures; organising and moderating the steering group at principal department level; taking on project management duties as required and coordinating all activities.
WOW
Synchronised Build and Run organisations and allocation of central budgets for all activities of the series technical support.
ACQUISITION AND INTEGRATION OF A BIG-DATA SPECIALIST
WHAT
A DAX-30 company is dependent on a service provider to manage its customer data and is trying to insource this capability while building up its own big-data analytics division.
HOW
Providing a make-or-buy analysis and evaluating the way forward; carrying out due-diligence checks from a business/strategy standpoint and tasking the IT, HR, tax, and legal departments accordingly; delivering management briefings and negotiating contracts (signing/closing); running a post-merger integration office.
WOW
The service provider’s monopoly was broken; the purchase price was reduced as lower turnover and decreased margins were demonstrated; long-term costs savings and company-wide synergy effects following integration.
INNOVATIVE BUSINESS MODEL FOR ONLINE AUTOMOTIVE SALES
WHAT
In response to the significant changes in user behaviour due to the digitisation of transactions and communications processes, an automotive OEM decides to create an online sales channel for vehicles, parts, and services; its existing multi-level sales structure (importers/dealerships) is generating high distribution costs.
HOW
Benchmarking the online sales models of European automotive manufacturers; developing business models from strategy, IT, legal, and data protection standpoints; generating relevant requirements for contracts with importers and dealers; proposing adjustments to overall margins and incentive systems; holding workshops with organisations in relevant pilot markets; presenting a single-platform e-commerce strategy at board level.
WOW
High degree of customer acceptance recorded in pilot markets; initial potential for costs reduction identified; pilot projects successfully implemented.
DESIGNING & INTRODUCING A SOFTWARE DEVELOPMENT ORGANISATION
WHAT
At a leading supplier in the commercial vehicles segment, the decentralised development organisation is generating considerable inefficiencies and hemming productivity. A reorganisation programme to reorientate the entire division is launched with the aim of bundling all software engineering for control devices under one roof and centralising all software development.
HOW
Deploying our team of automotive software engineering and organisational design experts to define the essential principles for the new organisation; working through the organisational and procedural problem areas; producing proposals for solutions; redefining the international team structures for 200+ software engineers (including a plan for communications); implementing the concept and then heading the new area at director level for another 12 months with an e&Co. executive management personality.
WOW
State-of-the-art art standards for embedded software engineering established; flexibility of resource use increase and productivity increased lastingly.
EUROPEAN MARKET STUDY FOR AN ASIAN MANUFACTURER
WHAT
An Asian carmaker has a range of concept designs for its first premium vehicle on the European market, but is lacking knowledge of what European requirements are for the premium segment and is unsure of its prospects for success; it needs to better understand the preferences and purchasing patterns of potential customers as well as the overall developments in the EU premium segment.
HOW
Producing a concept for market research, then planning and carrying out the project using a range of methods (survey of automotive industry experts, the media, and digital voices; focus groups with a range of potential buyers in cities across Europe; continent-wide mass online survey of potential customers); managing the project and partners; conducting the field survey phase jointly with the customer in Europe; analysing the data and producing a final report with closing recommendations vis-à-vis the concepts at hand.
WOW
Valid insights (quantitative and qualitative) into buyer preferences in the premium segment generated; customer’s strategic thinking with regard to future business models and vehicles in the EU premium segment readjusted.