Sparring partner for the management

Interim mandate managing a transformation programme/multi-project with a €12 million budget

Initial situation: Until a few years ago, my client was the industry leader. This has changed due to changes in market conditions and the entry of new competitors. At the same time, as part of various organizational changes, divisional boundaries within the company have been increasingly established; company-wide cooperation has been increasingly reduced.

Project/programme objective: A programme was to be set up with the aim of leading my client back to its old “strengths”.

Solution: Introduction of “Strategic Market Shaping” (SMASH). SMASH is a cross-company approach in which all activities that put the company and its products in a positive light for the company are harmonized. A programme consisting of 6 different individual projects was set up for this purpose. The projects each have a different focus. These range from product development, communication and community management to strategic and organizational development strands.

Responsible for the entire programme, its management, content and results

Responsible for the development and introduction of a cross-divisional cooperation model (strategy, workshops, concept, implementation planning)

Management consulting with regard to success factors and necessary framework conditions for such a comprehensive strategic programme in the company

Responsible for programme set-up (structure of the programme, content, SteerCo members, set-up and process organization of the programme, etc.)

Technical management of the programme team

Recruiting of programme members incl. management of purchasing processes

Strategic programme planning and programme management

Alignment of the programme measures with strategic projects already underway

Alignment of measures between the programme components (projects)

Stakeholder analysis and stakeholder management

Responsible for introducing Strategic Market Shaping to the client

Advice for internal programme managers

Responsible for the preparation and implementation of committees (SteerCo, other (Management Board) decision-making bodies)

Initial situation: Company founded 2 years ago with excellent contacts and a high-priced innovative product; sales fell far short of expectations.

Solution: Analysis identified two fields of action: product marketing and sales.

Carrying out a product strategy workshop with deductions for product marketing

Revision of product marketing strategy

Introduction of a pricing strategy

Revision of the company and product pitch deck

Development of new sub-product groups

Creation and realization of sales trainings

Working on the sales mindset

Accompanying strategically important sales appointments as Chief Growth Officer coach

Setting up and introducing sales processes (including automation)

Introduction of a CRM system

Sales coaching for management

Initial situation: Long-distance transport planning to purchase new high-speed trains for 2031; existing procurement and development processes did not sufficiently address end customer and operational requirements.

Solution: “Open Innovation Approach” with cross-company developer teams, accompanied by a new procurement process and numerous changes including new portfolio design, collaboration model, team and company-wide change processes, and adapted processes (e.g. decision-making, target management).

Hired initially as product and innovation management advisor (6 months), then as transformation manager (1.5 years), and finally to develop and introduce the new collaboration model (6 months).

Supporting project management with project set-up

Obtaining and coordinating cross-departmental product requirements

Preparing coordination documents (decision papers) for top management

Conception and realization of management and team workshops

Advice and support for project management in stakeholder communication

Interface management including project and team coordination

Setting up a portfolio development process and environment analysis

Designing an evaluation method for product features

Defining the target horizon with specialist departments and top management

Designing the product target image

Organizational development: setting up a collaboration framework, advising on organizational issues, developing new role models, adapting processes, conceiving collaboration tools

Topic responsibility for transformation: environment, culture and stakeholder analysis; setting up change target image; deriving storylines; designing change architecture and concept; planning creative measures; supplier selection and control; KPI definition

Initial situation: Live marketing company with training material expertise sought to build a knowledge management platform; idea abandoned due to investment and risk.

Responsibilities:

Preparation of a business plan

Carrying out a market analysis

Development of a positioning strategy

Digital product development

Initial situation: Berlin aircraft engine development team differed in understanding of agility with project and division management.

Solution: Developed common target image and team definition of agile working models with Rolls-Royce management.

Responsibilities:

Project management and change manager for client and consultancy management

Development of the project target picture with client’s management team

Development of change strategy and concept (initial situation analysis, stakeholder analysis, measures)

Conception and realization of international management and team workshops (English)

Design and implementation of empowerment measures for “change angels”

Initial situation: Dealers had limited knowledge of electric vehicles ahead of first EV launch in Europe.

Solution: Introduced 1-2 e-mobility consultants per market to qualify dealers technically, strategically and methodically.

Result: Europe-wide expert team assembled, programme rolled out and tracking accepted by markets.

Responsibilities:

Programme management (content, budget, time) with internal project management, divisional management and market presidents

Development of e-mobility consultant programme and coordination with head office and store managers

Recruiting e-mobility experts across Europe

Rollout planning of the programme

Technical management of the international expert team

KPI definition for market and expert success tracking

Stakeholder, interface and committee management

Initial situation: New generation of ICEs with operational defects caused anxiety among train crew.

Solution: Internal communication strategy with Executive Board ambassadors, internal test drives and product film with on-board staff.

Result: Fears allayed and successful launch supported.

Responsibilities:

Project management of internal and external communication

Strategy to engage on-board staff with the product

Development of communication strategy, concept, planning, tool development and stakeholder management

Implementation of films, recruitment concepts, texts, board briefings, FAQs and community platform

Coordination with internal communication, product communication and PR

Development of a train fuelling concept

Conception and realization of management and team workshops

Initial situation: Digital strategy developed but not implemented by departments.

Solution: Launched project to implement digital strategy across all affected areas.

Result: Key parts of strategy implemented, performance marketing introduced, closer departmental collaboration and exploration of agile methods.

Responsibilities:

Management of project to operationalise the digital strategy

Analysis of initial situation, stakeholder and environment analysis

Design and coordination of operationalisation strategy

Ongoing management updates and team kick-off

Derivation of fields of action and change measures

Counselling and coaching of management

Introduction of performance marketing

Interface and stakeholder management

Control of decision-making processes

Conception and realization of management and team workshops

Initial situation: Launch of BMW i3 required tailored services for EV customers across diverse global markets.

Solution: Developed 360° Electric services package and assembled rollout managers to adapt, sell and introduce services per market; created “smaller market approach” for low-volume markets.

Result: Successful service launch in Nordic markets with sales above plan; approach used as blueprint for small markets; Norway remains a top EV market.

Responsibilities:

Introduction and sales responsibility for EV services in Northern Europe

Advice and support for markets and management of head office interface

Analyzing markets and developing target image

Adapting service products and designing “Smaller Market Approach”

Rollout planning and launch strategy design

Local partner acquisition and IT integration

Rollout, stakeholder and interface management

Initial situation: Early stage of electromobility in Germany; market roles undeveloped.

Solution: Business Development collaborated with Product Development and Sales to enter the e-mobility market and initiated a dedicated electromobility division.

Result: Successful market entry with new products; product improvement process established; foundation for later Innogy spin-off.

Responsibilities:

Responsible for market launch of new charging infrastructure products

Analyzing initial situation and developing target image

Derivation of fields of action

Setting up external positioning, marketing and communication strategy

Development of buyer personas and customer journey

Agency selection and management

Development of marketing tools including social media

Project and interface management

Setting up product improvement process

Conception and realization of management and team workshops

Supporting divisional management in establishing electromobility division

New opening of a dental practice focusing on children

Responsibilities:

Development of a positioning strategy

Derivation of marketing measures in distribution, product and communication

Action planning

Development of a creative concept for the opening event

Initial situation: Dealers were unmotivated to engage with the new BMW 7 Series and its iDrive features.

Solution: Introduced an international competition across 4 categories with voluntary dealer participation and Executive Board patronage.

Result: Participation rate exceeded target by 20 %, initiative continued until 2017.

Responsibilities:

Project management (time, budget, quality)

Conception of competition rules, processes, formats and jury recruitment

Rollout strategy and competition marketing

Executive Board interface management

Tendering and procurement of trophies and agencies

Setting up and managing the international project team

Development of an internal competition platform

Competition evaluation