case study 1
Purpose as „strategy horizon“ at a food manufacturer
Initial situation
Consumer goods manufacturer from the food industry is in a transformation process
The profit expectations of the shareholders, rising raw material costs and a slight decline in sales in an important product line have prompted the management to adopt a cost-cutting course
As a result, divisions are being restructured, processes standardized, and the workforce selectively reduced
At the same time, an initiated strategy process is stopped because a clear purpose is missing to create the orientation for the future and for new business models
Our assignment was to accompany the company on the way to sharpening this purpose
Procedure
Background discussions with the shareholders, the grandchild generation, and the management about the history of the company, the status quo, and the future agenda of the company
The democratization process then begins – a group of 15 people is made up of equal numbers of managers and employees
The group works its way successively, intensively, and precisely along a Purpose WHY process to the Purpose (along the constructs of company history, brand, market situation, customer perspectives, shareholder expectations, future scenarios and employee images)
Discussion and approval of the jointly developed Purpose in the circle of shareholders, management and representatives from the 15-member working group
Cascading of the Purpose into the core organization, connecting the employees at the various company locations with the Purpose in the context of „connection workshops
Parallel operationalization workshop of the divisions and teams to translate the Purpose into aligned mindset, behaviors and actions
Results
The new Purpose and the process of its development underpin the transformation process with meaning
Employees at the various company locations move closer together
Ownership among teams and employees increases and decisions are noticeably accelerated
Leadership and the change in working methods and self-image are sustainably set in motion
case study 2
Realignment of the sales and marketing organization with an efficiency-oriented market control logic and introduction of a value-based incentive model at an international mobility provider
Initial situation
Lack of efficiency orientation in the sales control logic
Wrong sales impulses due to high product-oriented sales premium requirements
Sales, marketing, and product management planning and act in silos
Need to develop a value-oriented sales and marketing management
Project assignment
Design and introduction of an efficiency-oriented control logic of the sales and marketing channels
Application of cause-related CPO consideration
Introduction of a value-oriented performance and incentive model for sales & marketing
Consistent alignment of processes, roles and responsibilities away from product focus towards customer focus in traditional sales and e-commerce (customer journey)
Procedure
Introduction of an efficiency-oriented sales management logic
Introduction of a customer-oriented instead of purely product-oriented performance and incentive model
Design and introduction of a cause-related cost analysis
Development of a modern, hybrid sales/marketing business model derived from corporate strategy, market development strategy, integrated marketing and sales processes, roles, and sales organization to the development of a custom-fit incentive model that promotes customer-oriented control logic
Design of a a role and competency-based learning architecture inkl. a training curriculum
Results
Successful introduction of an integrated market development strategy with customer and value-oriented sales management
Derivation of critical action requirements (efficiency-increasing measures, reallocation of resources)
Reduction and allocation of premium requirements
Successful introduction of a multi-channel process map based on the market development strategy (classic sales, e-commerce, etc.)
Realignment of sales, marketing and product management structures, roles and responsibilities
Design and introduction of a customer and value-oriented management and incentive model
Design and introduction of a custom-fit learning architecture and training curriculum to promote future aspirations in the sales & marketing organization
case study 3
Change & cultural integration in the context of the realignment of an IT operating unit of a private sector bank
Initial situation
In the past, the IT unit of a specialist institution operating nationwide operated exclusively in the role of provider manager
As part of the IT migration to a new core banking system, the IT requirements changed fundamentally
In addition, the IT unit grows strongly due to a completed division integration as well as due to implemented and further planned new hires
Procedure
Analysis and sharpening of the divisional strategy and creation of transparency among managers, teams and employees
Analysis, preparation, support and empowerment of executives for leadership in change processes
Structural and cultural integration of the division by promoting mutual acquaintance and creating common rituals and principles of cooperation
Increasing acceptance and active involvement of employees and managers in the change process
Analysis of competence and skills management and creation of an inventory
Development of a customized learning architecture and training programs as part of a re/up-skilling strategy
Methodology & Results
Increasing the understanding of the change among employees with the help of a tangible „narrative“ (change story) and creating transparency of the change project through clear guard rails
Active involvement of project multipliers and focus groups throughout the change process
Coaching of executives in the context of their new challenges
Close liaison with all relevant stakeholders from the business partner areas as well as with employee representatives
Ensuring a uniform level of knowledge and information throughout the IT area by introducing and consistently using appropriate communication channels and formats
Reviewing project success through regular evidence-based survey formats
Supporting team building through evidence-based interview and analysis processes to provide space for reflection, feedback and development within the team