ADVISORY PARTNER
Each and every consultation that aims to stake out a future path begins with an analysis of the here and now. You have to dig deep if you want to discover something valuable.
Our clients appreciate the opportunity to draw on the experience and expertise of external specialists in challenging situations. The decision as to whether a team of consultants, a management consultant, a coach or an interim manager is best suited for the task at hand often depends on the specific tasks and objectives. Various factors such as the methodology employed, integration in the organisation, implementation of recommendations and the desired assumption of responsibility for results play a key role.
We want to make a difference, help people and clients to venture the next step, while initiating and supporting developments – in short, we want to “produce impact”.
We actively involve you and your employees with the aim of creating long-term benefits and a sustainable transfer of knowledge. Our goal is to enable you to independently continue along your chosen path as quickly as possible. Empowerment is an important key for us in making our clients fit for the future.
It is better to want to do something instead of having to do it – we do what we are good at and we stand behind it, committing our passion, experience and expertise. We have no sales or growth targets and only use suitable individuals rather than available ones for our projects.
Get in touch with us
We are looking forward to hearing from you! If you have any questions, would like to find out more about our solutions or simply want to have a chat – you know where to find us.
PUBLICATIONS ON THIS TOPIC
Partner for ERP selection and project management
Partner for ERP selection and project management
The CIO decided to outsource moderation of the software selection process and partner integration in order to ensure that procedural skills were taken into account in future.
It was decided to replace the existing accounting system with a cloud-native solution. To ensure that methodological skillsets were taken into account in the future, it was necessary to moderate the software selection process and integration partners. The CIO decided to outsource this function, with a particular focus on stakeholder management and partner management. By supporting requirements management, understanding standard software processes and collaborative project planning, the aim and objective was to secure a functional implementation that would remain viable over time and which came as close as possible to the standard.
Harmonisation of the IT infrastructure at a multinational manufacturing enterprise
Harmonisation of the IT infrastructure at a multinational manufacturing enterprise
A multinational mechanical engineering company was standardising its IT systems to meet global challenges and cope with technological diversity. The CIO wanted to bring in external expertise to help overcome cultural differences and ensure a smooth transition. The objective was to train employees effectively and smoothly integrate the new systems in order to optimise operational processes.
The management decided to standardise the IT systems. Due to acquisitions in various countries, the mechanical engineering company had grown considerably. Internal company communication and numerous operational processes were becoming increasingly challenging due to the variety of IT systems being used globally. Due to cultural differences and a lack of expertise in the systems used abroad, the CIO decided to hire an external expert to manage the project. The requirements profile included the creation of an IT landscape and a project plan; moreover, the company’s own employees were to be involved in the implementation. In addition, human resources working in IT at sites in other countries were to be trained in the new systems.
Interim manager shores up situation following short-term departure of the CIO
Interim manager shores up situation following short-term departure of the CIO
A medium-sized automotive supplier from the Sauerland region was looking for an interim CIO to serve for a period of nine months. The focus was not only on managing current IT requirements, but also on strategic development and enabling a smooth transition for the next CIO.
The previous CIO left the company at short notice due to personal circumstances. In order to ensure the day-to-day management of the business, the company management decided to develop an internal candidate to be able to take over as successor. It was important to the company for the interim manager not only to manage the 15 staff members working in the IT department, but also play an active role training the future CIO.
Keeping the centralisation course project on track
Keeping the centralisation course project on track
Municipal IT service provider with 20 customers and approximately 12,000 end users hires interim project manager
A highly reputed IT service provider was migrating from SAP R/3 to S/4 and thus centralising its IT infrastructure. But that is not all – the project team had bigger things in mind. Their aim was to make IT operations more efficient and relieve employees of time-consuming everyday tasks. With planned savings estimated at 7% of total IT operating costs, it was evident that expert know-how was needed. Staff members were also being asked to tackle additional day-to-day tasks. The challenges had not yet been fully surmounted, however. The management recognised the urgent need to bring in external support to make up for lost time. A search commenced for an experienced project manager who not only had expertise in migration and centralisation projects, but also had the talent to communicate and motivate across departments.
In view of impending changes in employees’ work routines, it was crucial to find someone who not only had technical expertise, but was also able to guide the teams through these changes.
