References
In order to give you a detailed overview of my consulting and implementation services, please find some of my references. For further information please do not hesitate to contact me.
Reference Projects
Project 1: Re-organization of a sales structure
Short description of the project
The company took over one service line (primary care area) of another company in four European countries. In Germany, 130 sales representatives were integrated into an existing sales organizational structure within the company.
Core Task
My task was to smoothly implement the structural change of organization both culturally and labor lawfully (transition of operations according to §613a). This included the planning of the project and the objectives, the completion of the process in order to ensure the transfer of the business, the cooperation with the legal committees, coordination of all parties, transparent and contemporary communication to the employees, consultation of the management and the management circle, as well as supporting all managers during the entire process.
Outcome
The implementation of the change process was successful. Employees were able to take their new roles and responsibilities within the new structure. Those who had to leave the company received different options to choose due to their individual needs. People assessed the process as “transparent” and “fair”.
Project 2: Concept design and implementation of a European development program for 120 senior leaders
Short description of the project
With a new business model being introduced in companies across Europe it was essential to further develop executives among their new management tasks and to strengthen their networks.
Core Task
Me and the representatives of the SAID Business School (University of Oxford) developed a management program which was derived from the company strategy for 120 executives in 12 European countries within the organization. The goal was to develop a holistic concept which is able to support the executives in building up a better network, preparing for their future management role and implementing their leadership more effectively and comprehensively within the company. The clients were a group of executives consisting of managing directors and direct reports to both of the managing directors (L-1 level) as well as later on in the project all the other executive leaders of the company.
Outcome
On a basis of an existing Global Leadership Competence Model, I developed a tailor-made development program, which was implemented within three modules in cooperation with SAID Business School. The program was designed interactively. A special focus was placed on the transfer in management practice.
Both, the European management as well as the participants have assessed the quality of the program with the maximum target achievement. The program was globally used as a ,blueprint‘.
Project 3: Implementation HRIS (Success Factors) – European-wide
Short description of the project
Within a Europe-wide strategic alignment, to harmonize processes and tools, I was commissioned to implement the company‘s performance management processes on a unitary and consistent technical tool.
Core Task
It was therefore my task to ensure, that the processes would come to a common sense by following the ,best practice approach‘ and implemented successfully. Core was to consult internal HR experts in order to increase the quality of the processes and to meet user requirements.
Outcome
The performance management processes were implemented within the planned time frame and the planned duration. The original scope of the application was extended and additional functionalities have been illustrated. Harmonization has resulted in improved transparency. At the same time, cost savings could be achieved by abolishing local technical tools.
Project 4: Development of an enterprise vision as well as a definition for strategic lighthouse projects
Short description of the project
The main objective was to develop a common vision including strategic lighthouse projects to develop the organization in order to meet future needs and drive change processes when necessary. This should happen within an integrative process so that many different participants could be involved in the process of change.
Core Task
I was functioning as a project co-worker and management consultant in the development of the company‘s vision and later on responsible for the implementation of the lighthouse project ,leadership‘. This included the further conceptual design of the topic, the moderation of several workshops as well as the communication at all levels.
Outcome
The topic ,leadership‘ became more and more important and prominent within the company and the leadership quality was more transparent and measurable for both, the manager‘s as well as the employee‘s perspective. This led to an overall improvement in the management quality within the company. Trust in leadership increased which had a positive impact on the company‘s performance.
