Market entry strategy
Definition of all necessary structural, organisational and systematic adaptations and changes for a company to enter the Austrian market.
- Scoping: Clear identification of all gaps between the standard business model, proceedings and system functionalities and the local specifications of the Austrian market for all key processes; definition of legal and regulatory framework conditions
- Draft: Definition of the ideal business model for the Austrian market, including necessary adaptations of products or systems
- Rollout planning Planning roll-out, including relevant milestones, responsibilities etc.
At the end of every project milestone, a report was presented to and discussed with the Managing Board. The project provided the necessary prerequisites – from information to planning – for a successful market entry.
Digitalisation of core processes
Digitalisation of client-customised core processes for SME clients in one of the leading tax consulting and accounting companies. Development of a modular service portfolio, including pricing.
- Analysis of existing workflows in accounting, book-keeping and personnel accounting
- Implementation of Quick Wins
- Conceptualisation of improved desired processes with best possible utilisation of appropriate IT systems and an optimised activity flow
- Support in the conceptualisation of the portfolio, including pricing
- Support in the recruitment of an internal manager for managing the new product portfolio
- Planning of the final implementation of processes and careful hand-over of the project to internal organisation
- A list of Quick Wins which have already been implemented and which translated into a perceptible improvement for client-customised work.
- A final report including implementation planning which all stakeholders supported in content and rated "very good".
- A new staff member who is responsible for internal implementation and externally for managing the new client-customised portfolio.
Organisational design 2020
Development of a new organisational structure that can be implemented until 2020. Evaluation: which areas can be covered where and how and which skills are required.
- Market-based view: Development of scenarios for business segments as well as principles and criteria for the desired structure
- Resource-based view: Development of several options for future line-ups, assessment of the options of the desired structure and demonstration of gaps in comparison with the current structure
- Organisational design: Determination of the desired structure, including necessary key qualifications
A fully elaborated desired structure that was designed in close cooperation with the management team, therefore it also found the necessary acceptance within the organisation.
Introduction of a new branch concept
Support in detailed conceptualisation and roll-out of an updated sales system in branch operations.
- Detailed conceptualisation of a new sales approach
Planning and implementation of organisational change management
- Planning and implementation of on-site implementation measures, involving managers and employees: trainings, simulations, coaching
- Branches that were identified for the corresponding phase have changed to the new sales system.
- All relevant stakeholders confirm that the support measure significantly contributes to the success of the new sales system.
Tendering assistance HR-IT software
Assistance and consultation regarding the content of a public IT tender according to the Austrian Federal Procurement Act for a new HR software solution including the modules of human resource administration, organisational management, time management, payroll accounting, recruitment, learning and talent management.
- Elaboration of the eligibility and selection criteria for potential bidders in cooperation with the HR and IT departments
- Survey of the functional requirements in cooperation with the HR department
- Survey of the non-functional operating requirements in cooperation with the IT department
- Definition of the requirements for key employees
- Determination of the course of action and criteria for the test versions and hearings
- Agreement of the requirements with the legal advisors
- Assessment of the participation documents and tenders
Determined eligibility and selection criteria for the participation level and minimum requirements and acceptance criteria for the tender level. Assistance regarding the content and assessment of the participation documents and tenders.
New salaries management
Due to the rapid growth of the company, salary ranges for selected functions were developed and defined for the first time, taking into account appropriate market salaries data and benchmarks.
- Establishment of a function logic (job families and different forms of the functions)
- Analysis of current salary structures
- Comparison with relevant benchmarking information
Presentation of a report with recommended actions to the management board
An informative report which supports the management board in the implementation of the new salaries structure within the company.
Vision & strategy controlling
Development of a vision, a strategy and main features of an implementation roadmap for the strategic controlling unit in order to support the entire company more efficiently and more effectively and to better define one’s role within the company structure.
- Development of a common understanding of the initial position
Design of a course of action for strategy formulation
- Series of workshops with the in-house management team on the topics of business strategy as a basis for controlling, location, vision & strategy controlling, controlling of resources & skills, finalising of the strategy, implementation roadmap
The controlling function was able to elaborate a mission statement and related objectives as well as establish an analysis of dependencies between the controlling strategy and ongoing projects of the company. At the same time, a communication plan was established in order to anchor relevant information on controlling activities within the company.
Quality assurance in the food industry
Analysis of quality assurance including the following subtasks:
• Quality costs
• Quality organisation
• Quality strategy
• Development of corresponding solution approaches
Basic cause analysis of warranty-related costs, process failure costs and cost-centre costs:
• Organisational analysis
• Strategy review
• Development of objectives, definition of objectives and definition of the need for action
• Analysis report
Reorganisation of quality organisation, establishment of quality controlling:
• Measurement and definition of objectives for company quality
• Halve quality costs, especially process failure costs
Implementation of LEAN management
Establishment of client-specific LEAN management of a pharmaceutical logistics company
• Implement the mindset
• Apply selected tools of the LEAN toolbox
• Specific visits & workshops to identify vulnerabilities and develop solutions
• Involve employees at all levels, guarantee an operational perspective
• Establish the LEAN mindset via specific project implementation
• Large number of concluded micro-projects which make daily work significantly easier
• Significantly improved transparency of the daily performance in all sections
• Reasonably coordinated meeting and communications concept for coordination between all levels
• All in all: significant increase in efficiency in the double-digit percentage range
Mindset customer focus
As support organisation, the challenge is to understand the customers’ needs. The target definition prioritised the optimisation of cross-departmental cooperation and practiced customer focus for external clients. In the overall context, "customer" was also assumed to include colleagues as in-house customers.
The touchpoints of customers on the one hand and the factors of influence of employees on the overall result on the other hand were elaborated in a "customer journey" representation. Additionally, the key levers in cross-departmental cooperation were made tangible in a "customer experience" simulation in which all participants assumed very diverse functions and roles.
Creation of a common awareness of the participants for customers’ needs and expectations of the organisation as service unit.
Elaboration of significant factors of success (factors of hygiene, performance and enthusiasm) of organisations in cross-departmental cooperation and elaboration of specific implementation measures to translate those to the daily work routine.
Strategy workshop retail 2020 FMCG
• Optimising sales and revenue in the coffee capsules sector
• Making use of the special opportunities arising from the release of the Nespresso shape for all manufacturers
• Suitable positioning in order to compensate for the lead of competitors
• In-depth briefing to clarify the initial situation, objectives and criteria
• Analysis of the sales structure, especially the part which has been outsourced (workshops)
• Consultations on negotiations with trade and positioning in the markets (workshops)
• Reorganisation of sales in this sector
• Better arrangement due to an ambitious negotiation with the main trading partner
• Optimal positioning and product placement – target-group specific, value and use-oriented with suitable advertising activities (including TV).
Change of the IT support service provider
Support in the change of a company’s IT support service provider: guaranteeing a smooth and flawless takeover of the existing system by the new provider.
Preparation & implementation of the take-over:
• Defining, coordinating & implementing the take-over procedure
• Logging all take-over steps
• Securing all documents from the former ITSP
• Compiling recommendations for future IT providers and presenting them to the client
After an initialisation phase, the change was implemented without complications and far ahead of schedule.
Subproject management IFRS9
Technical and organisational preparation of the client for the financial instrument International Financial Reporting Standard 9 (IFRS9)
Development and establishment of new systems and tools:
• Definition of a new, IFRS9-compliant Chart of Accounts
• Issuing quarterly reports & annual reports
• Design and implementation of new or adapted business processes
• Implementation of training measures for technical experts
• Coordination and implementation of User Acceptance Tests
• Initially drafted and continually adapted project plans, status reports & close-down report
• A new target architecture in accordance with the requirements
• Adapted systems and interfaces
• An organisation that is well-prepared for the IFRS9 requirements
• Training documents & test protocols
E-accounting workflow @ non-profit
Elaboration of the cornerstones for a functional specification to tender the digital accounting workflow
• Analysis of the relevant organisational structure for an e-accounting workflow
• Documentation of the current procedures
• Elaboration of the desired procedures in 2 all-day workshops
• Documentation of the requirements for the e-accounting workflow in process language
• Desired workflows as basis for the functional specification
• To-do list for further project implementation
Optimisation of the procedural organisation in the production industry
Conceptualisation and implementation of a process-oriented organisation and introduction of a CIP process
• Analysis of the maturity level of organisation and core processes
• Conceptualisation of an improvement programme
• Clear communication of vision, strategy and objectives
• Value-stream mapping of the value chain and information flow
• Elaboration of a desired process and definition of shortages -> planning process
• Implementation of the desired process and training of a process owner
• CIP workshops and training of heads of department in production
• Clear responsibilities and transparent planning process
• Reduction of throughput time by 20 %
• Initialisation of a structured CIP process in production
• Clear material flow in production
• Defined MIN/MAX stocks, first kanban systems introduced
• Reduction of stocks by 15 %
Order flow optimisation and operative coaching of the executives
• Analysis of the order flow process and elaboration of an optimised desired process
• Definition of performance figures within the process and at process interfaces
• Elaboration of an implementation plan in cooperation with the heads of department
• Coaching in the area of tension between day-to-day business and process optimisation
• Reduction of the number of meetings – organisation of structured and efficient agreement meetings
• Elaboration of a ‘master plan’ to implement the objectives
• Conceptualisation and implementation in a pilot section of a development matrix and a structured training programme per department
• Throughput time reduced by >20 %
• Establishment of a planning cockpit
• Establishment of a development programme for employees
• Conceptualisation of a new remuneration concept and support in its implementation
• Concept for a change management and CIP programme was agreed and its implementation started
one.client.culture & new way of work
Create a common internal one.client.culture, yet still maintain the individual subculture of each brand and let it have an external effect in order to enable better competitiveness, through innovative work-space design, and a strengthening of the company community.
• Scope: working out the strengths and weaknesses of the diverse corporate cultures in each brand based on individual CultureTalks and CultureWalks in each location as well as on intensive interviewing of cross-functions such as HR, IT, FI
• Co-creation: creative workshops with employees from all brands on the focus initiatives in order to achieve a common one.client.culture by means of the dimensions work space, team & community, creative & work, well-being & food
• Translate: convey the gathered co-creation results and needs to the architects and interior designers as well as to IT/technology, HR and organisational development
• Accompany: Support and control in the implementation of measures, including the involvement of clients in order to have cross-company design in selected initiatives
A common framework, defined by employees of all brands and sectors, which offers the opportunity for one.culture.culture to develop in the best possible way and for experiencing the new world of work in all facets and dimensions. A result that every member was able to contribute to and which takes into account the real needs of each team.
Turn-around of the decline in sales through the establishment of an international team of 16 which focuses on the development of new digital products. Operative design of innovation and product development processes according to LEAN and agile work practices in order to keep the time-to-market as short as possible and to optimise the expenses.
• Quantification of project expenses, benefits and risks for the current business
• Detailed analysis of strengths and weaknesses of the organisations by means of approximately 100 interviews
• Definition of the ideal structural solution, the associated processes, selection & training of the best candidates (external and internal)
• Operative design of the processes guided by real business transactions , support in the establishment of the team (definition of roles, skills profiles, recruitment, selection, training)
• Readjustment of the new working methods through two checks after implementation and hand-over of what was learned to the organisation
Transparency about the future proceedings in innovation and product development was created in all of the 15 countries involved. Both the establishment and the launch of the work of a team of 16 people took place within 15 weeks, fully accepted and supported by all countries.
Support of the management in the change process, externally by means of stakeholder and target group management and internally vis-à-vis the employees.
• Definition of a global strategy, development of communication contents, agreement of presentations
• Regular briefings and agreements in a "jour fixe", workshops with the management
• Development and organisation of stakeholder events and townhall meetings
Support of the management in structuring the process and active shaping of communication vis-à-vis all important internal and external stakeholders creates a positive spirit of all those involved.
Implementation of the GDPR
Specific preparation of the company to implement the requirements of the EU General Data Protection Regulation (GDPR) and the adapted data protection law (DSG 2000) on time.
• Structured survey of the use of data based on standardised survey forms
• Analysis of the use of data, identification of outstanding issues as regards meeting the requirements of the GDPR
• Development and prioritisation of specific recommendations of action in order to finalise the outstanding issues
• Clear and explicit "to-do list" as a basis for the implementation of the recommendations of action
• Transparent documentation and template documents as a basis for communication with clients, purchasers and suppliers
• Basics for an efficient reply to data protection requests and to guarantee compliance with the requirements of the GDPR