Katharina Kupka - Transformation & Change Lead

Recommended expert

Munich, Germany

Experience

Jul 2025 - Oct 2025

4 months

Transformation & Change Lead

Manpower Group Deutschland

Transformation & change leadership
Development of the change vision
Stakeholder analysis
Stakeholder management
Change impact assessment
Change communication
Strategy & implementation

Jun 2025 - Jul 2025

2 months

Change from selling to a concept-selling approach for marketing & sales

Weleda AG

Change from selling to a concept-selling approach for marketing & sales
Interviews
Training
Coaching

Jan 2025 - Jun 2025

6 months

Training and coaching in organizations in transition

Business and leadership coaching
AI consultant training

Jun 2024 - Dec 2024

7 months

Transformation/Change: aligning to new business areas

terrain: intergral designs

Transformation/Change: aligning to new business areas
Holistic situational analysis
Development of vision, mission, values, and goals
Idea generation for new business areas and their evaluation
Development of the transformation strategy
Training & coaching of employees
Route-to-market for the new business areas

Jul 2023 - May 2024

11 months

Transformation model development

Development of a sustainable transformation business model to make companies more resilient for the future. The model involves people and the organization early in the transformation process. It relies on simultaneity, not linearity, ensures long-term perspective, and defines the CRO/PMO role holistically.
Analysis of weaknesses in transformation projects
Development of an integrated model that considers the needs of all stakeholders
Presentation of the model to major restructuring firms
Next level of transformation model
Performance focused - principle driven - purpose based

Dec 2022 - Jun 2023

7 months

Organizational Development after Carve-out & Communication

Syntegon Technology GmbH

Restructuring the global HR organization after the carve-out from Bosch to meet the new market conditions and the company-wide reorganization
Deriving the HR operating model from the new company-wide operating model
Transforming the department from a heavily administrative approach to a business partner-oriented approach
Defining roles and interfaces
Communication with HR internally, the board, and investors
Roadmap planning and change communication
Training and coaching to ensure proper employee involvement
Change story, target picture, route-to-market plan
Supported two phases of the transformation process
Established communication strategy and new tools, processes, and KPIs

May 2022 - Nov 2022

7 months

Transformation & Change

MTU Aero Engines AG

Transforming from a country-based reporting structure to a global structure with a new organizational unit and new teams
Evaluating requirements for the new unit through a stakeholder analysis
Creating the change architecture, change story, and target picture
Supporting the development of the roadmap and the review process
Coaching in developing the communication strategy
Team development: training and coaching the newly formed team
With the implemented change approach, the team can actively drive the roll-out further

Feb 2022 - Jul 2022

6 months

Transformation Consultant

TEOXANE Deutschland GmbH

Restructuring and transforming the marketing department
Reviewing all marketing and sales processes (gap analysis)
Defining a roadmap to state-of-the-art marketing
Establishing new cross-departmental ways of working
Conducting a potential assessment of employees
Supporting the organizational change through training and coaching
Motivated marketing and sales team in a new setup

Feb 2020 - Aug 2020

7 months

Consultant Sustainability & Organization

Privatmolkerei Bauer GmbH & Co. KG

Developing the sustainability strategy and its organizational integration
Innovation management and organizational adaptation

Apr 2019 - Sep 2019

6 months

Consultant / Project Lead Innovation

Migros / M-Industrie

Developing innovation management for M-Industrie in a newly created organizational unit
Building the structure and processes in the new innovation squad
Establishing the area through cross-functional work and regular communication
Using agile approaches, frameworks (SCRUM), and design thinking
Screening acquisition candidates (make or buy) and proposing their organizational integration
Established a cross-company innovation squad