Peter Harland - Consultant

Schöngleina, Germany

Experience

Apr 2024 - May 2024

2 months

Consultant

Harland Consulting

Optics/Automotive Evaluation of a new Business Opportunity.
Project management approach: mainly agile.

Apr 2024 - May 2024

2 months

Project Manager & Consultant

Harland Consulting

Tourism Service Process Design & Data Protection Strategy.
Project management approach: mainly agile.

Mar 2024 - Apr 2024

2 months

Consultant

Harland Consulting

Optics/Automotive Preparation of a strategic presentation for the Group Executive Board.
Project management approach: mainly agile.

Dec 2023 - Feb 2024

3 months

Lorem ipsum dolor sit amet

Harland Consulting

Internal projects: Consolidation of own publishing house, setup of new IT infrastructure, introduction of new bookkeeping tools etc.
Project management approach: mainly agile.

Jun 2023 - Nov 2023

6 months

Project Manager

Harland Consulting

Optics/Automotive Evaluation of an energy-optimized and CO2-free strategic investment (Part II).
Strategic planning of the future glass tank, alignment with market requirements, prioritization of measures for energy optimization.
Project management approach: mainly agile.

May 2023 - Jul 2023

3 months

Hamburg, Germany

Strategic Consultant

Harland Consulting

Digitization / Administration Concept for an innovation unit to speed up digitization in Hamburg.
Consolidation of existing innovation activities, identification of demand in the administration.
Result: Concept for the focus of a new innovation unit which covers an administration innovation process.
Project management approach: mainly agile.

Apr 2023 - May 2023

2 months

Project Manager

Harland Consulting

Optics/Automotive Setup of an strategic reporting to the Group management.
Extracting the key insights of the corporate strategy process to report to higher-level Group management.
Project management approach: mainly agile.

Mar 2023 - May 2023

3 months

Project Manager

Harland Consulting

Optics/Automotive Evaluation of an energy-optimized and CO2-free strategic investment (Part I).
Strategic planning of the future glass tank, alignment with market requirements, prioritization of measures for energy optimization.
Project management approach: mainly agile.

Nov 2022 - Mar 2023

5 months

Hamburg, Germany

Strategic Consultant, Project/Program Manager

Harland Consulting

Energy / Public Administration Strategic Alignment of the Green Energy Hub Hamburg.
On behalf of the Department of Economics and Innovation (BWI) and the Department of Environment and Energy (BUKEA) of the City of Hamburg, the task was to strategically coordinate the existing activities and operationally accompany the hydrogen economy program.
This program includes the construction of an electrolyser in the port of Hamburg, the development of a hydrogen network for Hamburg's industry and other projects with related content.
Project management approach: mainly agile.

Mar 2022 - Jul 2022

5 months

Portfolio/Project Manager

Harland Consulting

Corporate Strategy update for Docter Optics, establishment of Business Field and Project Portfolio Management.
Establishment of Business Field and Project portfolios (incl. definition of KPI).
Workshops with internal strategy team formed from middle management and the corporate management team to find directions for the new corporate strategy.
Goal: Reflection of the current strategic situation and adjustment of the corporate strategy.
Part of good corporate management is to take a bird's eye view of one's own position in the market from time to time, to evaluate potential and to proceed in a targeted manner with investments on this basis.
The aim of this project was to go through such a process with a team of 12 middle management employees.
The first step was to develop a holistic and consistent market structure and define market segments/business areas.
Market potential assessments, project portfolio analyses, product portfolio analyses and risk assessments were carried out for each of these business areas.
The results were discussed with the management and provided an important basis for realigning the corporate strategy and pursuing business opportunities.
Project management approach: mainly agile.

Apr 2021 - Sep 2021

6 months

(external) Project Manager

Harland Consulting

Photonic Exploration of success potential new business field for Docter Optics SE.
The aim of this project was to explore the development of a new business field for Docter Optics SE.
The market potential of the use cases of partner companies was evaluated and a production concept was developed.
The findings were compiled into a business case (incl. evaluation of market potential and production concept) and presented to the company management and the supervisory board.
Reported directly to the CEO and the CTO.
Project management approach: mainly agile.

Apr 2019 - May 2020

1 year 2 months

Jena, Germany

Project Manager

Jenoptik AG

Konzerninitiative „speed-up-innovation“: Jenoptik AG's corporate initiative to improve innovation management throughout the group, including updating the innovation process and introducing project portfolio management.
All divisions were involved in this change project; the project team was cross-divisional and high-ranking.
Evaluated Tools: Excel, Power BI, itonics, sopheon accolade, planview, innolytics, meisterplan, Planisware.
This change management project was a group initiative of Jenoptik AG aimed at improving innovation management with involvement from all divisions.
The project team consisted of high-ranking members from all divisions (including BU managers, heads of product management, and heads of R&D).
As project manager, the task was to develop conceptual proposals that could achieve consensus both in the divisions and at corporate headquarters.
Tasks included:
Selecting the core team at corporate headquarters and the extended cross-divisional project team, and setting up the project structure.
Ensuring communication and information exchange with the divisional project managers.
Controlling the project's progress and ensuring timely completion of work packages by divisional project members.
Reacting flexibly to delays and problems, finding and implementing adequate solutions.
Improving transparency through a Group-wide employee survey, introducing R&D bridging, Group-wide standardized project types, and defining and introducing a vitality index Group-wide.
Revising and Group-wide introduction of the innovation process, Group-wide decision criteria, and gate meeting rules.
Group-wide introduction of project portfolio management with uniform Group KPIs for project selection.
Revising and Group-wide standardization of product technology roadmaps.
Changing governance regarding R&D investment decisions.
Introducing blue sky budgets.
Standardizing the Group-wide IT landscape for innovation process and project portfolio.
Introducing strategic technology fields.
International, group-wide rollout.
Result: The objectives were fully achieved by consensus between all divisions and the Corporate Center through numerous workshops. The project led to a fundamentally new decision-making process for all R&D-related projects (technology development, platform development, product development, customer-specific development). The results were documented as new Group standards, presented to the Supervisory Board, and rolled out internationally throughout the Group.
Project management approach: mainly agile.

Jan 2019 - Sep 2019

9 months

Jena, Germany

Project Manager

Jenoptik AG

Jenoptik innovation days 2019 & Annual meeting scientific advisory board.
Focus topic: Technology search fields.
Organization, program design, conference management (participants in total approx. 100 top Jenoptik executives and external scientific advisory boards, Sept. 10-12, 2019).
Project management approach: mainly agile.

May 2018 - Jun 2019

1 year 2 months

Jena, Germany

Project Program Manager

Jenoptik AG

LiDAR Program: Group-wide coordination of all LiDAR projects and activities (LiDAR = Light Detection and Ranging); support of the project managers in the preparation of the business plan; preparation of a group LiDAR strategy.
Products based on LiDAR technologies (LiDAR = Light Detection and Ranging) is a market segment where forecasts indicate exorbitantly high growth rates due to increasing application in the automotive and mobility sectors. Jenoptik AG had numerous competencies spread across the Group which are relevant to LiDAR (including laser diode manufacturing, laser module design, optics design and polymer optics manufacturing expertise). As B2B development and production specialists, various business units were approached by customers for partial solutions.
To coordinate these activities, a cross-divisional steering group (2 division heads, 2 BU heads, 1 representative of the Corporate Center) was initially established by the Executive Board, which leadership was taken over (09/17-07/19). In addition, starting in May 2018, program management for the ongoing projects and activities (in total about 100 stakeholders) was taken over.
Tasks included:
Estimating LiDAR market potential based on forecasts, breaking down potential to component level.
Analyzing activities already underway in various business units of the Group.
Identify relevant competencies within the group and gaps that can be filled by own efforts (R&D) or by M&A.
Supporting project managers in critical situations.
Reporting to the steering committee, in particular preparing relevant decision papers and pointing out solutions including risk assessment.
Establishing contacts to potential partners (customers, R&D cooperation partners in industry and science).
Create an integrated LiDAR strategy for the group, including definition of communication content and channels.
Handover of operational responsibility to responsible business unit.
Result: Concrete LiDAR strategy unanimously confirmed by the LiDAR Steering Committee. Subsequently, activities were focused, the selected LiDAR technologies were established as one of 9 Group product groups and suitably communicated internally and externally.
Project management approach: mainly agile and classical.

Mar 2018 - Nov 2018

9 months

Jena, Germany

Project Manager

Jenoptik AG

Jenoptik innovation days 2018 & Annual meeting scientific advisory board.
Focus topic: Design Thinking.
Organization, program design, conference management (participants in total approx. 100 top Jenoptik executives and external scientific advisory boards, 21. - 23. Nov. 2018).
Project management approach: mainly agile.

Nov 2017 - Apr 2018

6 months

Jena, Germany

Project Manager

Jenoptik AG

Artificial Intelligence: Consolidation of Group activities in this area. Identification of application fields, Group-wide unified data transformation functions and methodology competence clusters.
There is no central R&D unit at Jenoptik AG. All R&D employees are assigned to the individual business units on a decentralized basis. As a result, AI competencies were built up independently in a number of business units without any contact between them. As Senior Manager Innovation Management, a project was set up and managed with the following objectives:
Analyze activities already underway in various business units of the Group.
Networking the AI experts in the group.
Identify synergy potentials between divisions.
Structuring the application fields and key areas of expertise.
Identify focus areas for collaboration with scientific partners, for strategy development and for criteria for evaluating M&A targets.
Determine the strategic focus.
Generate awareness for the topic, in the individual R&D areas, but especially also among management.
Result: In workshops, potential application fields were identified throughout the group and analyzed to determine which data transformation tasks required for them could potentially be solved with AI algorithms. These data transformation tasks were structured and competence bearers were identified in the divisions. The results of the final workshop were presented at the Jenoptik Innovation Days and have been incorporated into the strategic work. Suitable institute heads have been included on the Jenoptik Scientific Advisory Board. At the end of 2019, a technology field concept was presented to the Supervisory Board, in which it was determined, among other things, that "Image Big Data & AI" should be developed into a future core competence of Jenoptik AG.
Result: Through the workshops, a close cross-divisional network of experts has been created, whose members regularly exchange information and support each other informally.
Project management approach: mainly agile.

Mar 2017 - Nov 2017

9 months

Jena, Germany

Project Manager

Jenoptik AG

Jenoptik innovation days 2017 & Annual meeting scientific advisory board.
Focus topic: Artificial Intelligence.
Organization, program design, conference management (participants in total approx. 100 top Jenoptik executives and external scientific advisory boards, 15.- 17. Nov 2017).
Project management approach: mainly agile.

Jul 2016 - Jul 2017

1 year 1 month

Jena, Germany

Project Manager

Jenoptik AG

Competence profile & strategic market segments: Definition of strategic competencies including future projections; definition of strategic market segments in all business units according to a uniform Group-wide grid.
Project management approach: mainly classical.

May 2016 - Mar 2021

4 years 11 months

Jena, Germany

Senior Manager Innovation Management | Team Lead Innovation Management & IP

Jenoptik AG

Jenoptik is specialized in the development and production of optoelectronic systems in B2B & B2G business.
Heading the corporate innovation team of up to 7 employees.
Active involvement in the development of the new corporate strategy; ownership of Group innovation and roadmap process.
Supporting independently operating divisions in product management, R&D and divisional strategy including market focus, product management, idea generation for (digital) applications & product platforms; supervising & coaching of strategic projects.
Promote internal and external networking through events, including management of the Jenoptik Innovation Days (e.g. in the fields of digitalization, SW, AI, design thinking).
Evaluation of R&D investment projects > 100.000 EUR on behalf of the Executive Board; identification & evaluation of M&A targets.
Project lead of the corporate initiative "Speed-up Innovation": Update of the innovation and R&D process landscape, introduction of project portfolio management, etc.
Head of Group-wide LiDAR program management (Group-wide management of all LiDAR projects with approx. 100 participants; LIDAR = Light Detection and Ranging).

May 2016 - Apr 2017

1 year

Jena, Germany

Project Manager

Jenoptik AG

Digitization: Conducting digitization workshops with almost all Jenoptik business units to generate ideas and identify potential for digital (multi-sided) business models.
Development of a framework for the corporate digitization strategy.
Project management approach: mainly agile.

May 2016 - Nov 2016

7 months

Jena, Germany

Project Manager

Jenoptik AG

Jenoptik Innovation days 2016 & Annual meeting scientific advisory board.
Focus topic: internal and external Networks.
Organization, program design, conference management (participants in total approx. 100 top executives and external scientific advisors, Nov. 16-18, 2016).
Project management approach: mainly agile.

Mar 2010 - Apr 2016

6 years 2 months

Zittau, Germany

Steering committee member

TU Dresden

Automotive Supply, Electrical engineering.
Market-oriented platform concepts: Assessment of the complexity consequences, evaluation of the performance of different product platform strategies; optimization of several platform strategies in a solution space.
Project management approach: mainly agile.

Mar 2010 - Apr 2016

6 years 2 months

Zittau, Germany

Head of the Master Program “Project Management” and Associate Professor for Innovation Management and Entrepreneurship

Technische Universität Dresden / International Institut Zittau

Heading a team of 4 employees, additional PhD students and student employees.
Research in the field of innovation management, esp. product management & platform concepts.
Numerous practical projects with technology companies and banking industry (acquisition of third-party funds > 600.000 Euro).
Establishment and maintenance of cooperation with universities in Brazil, Czech Republic, Finland, Kazakhstan, England and the Netherlands.

Mar 2010 - Dec 2014

3 years 10 months

Zittau, Germany

Steering committee member

TU Dresden

Automotive Supply, Electrical engineering.
Establishment of the product management of an SME with the previous focus on development and manufacturing services (incl. competence analysis, efficiency increase, market orientation, strategic alignment of the product portfolio, acceleration of product development processes).
Project management approach: mainly agile.

Apr 2009 - May 2009

2 months

Project Manager

Harland Consulting

Automotive Supply.
Setting up an automotive supply start-up: business plan concept, innovation strategy, start-up coaching and financial planning, negotiation with banks.
Project management approach: mainly agile.

Mar 2009 - Apr 2009

2 months

Project Manager

Harland Consulting

Med. consumer goods.
Optimization of innovation management: Evaluation of the status quo; Proposals for improving the R&D organization (e.g. introduction of project portfolio management, idea management).
Project management approach: mainly agile.

Feb 2008 - Sep 2008

8 months

Project Manager

Harland Consulting

Publishing.
Establishment of an integrated IT system incl. the modules online store, author interface, accounting, CRM.
Project management approach: mainly classical.

Nov 2006 - Mar 2007

5 months

Consultant

Harland Consulting

Automotive Supply, SW Electrical engineering.
Global R&D footprint & R&D financial analysis; Optimization of the R&D reporting.
Project management approach: mainly classical.

Aug 2006 - Nov 2006

4 months

Consultant

Harland Consulting

Automotive Supply, SW Electrical engineering.
Innovation Process Improvement: Revision of the innovation process as a business process; optimization of R&D reporting.
Project management approach: mainly agile.

Mar 2006 - Aug 2006

6 months

Consultant

Harland Consulting

Automotive Supply, SW Electrical engineering.
Planning of the global R&D footprint after the merger of two divisions, definition of the R&D structure according to HR competencies, location concepts, optimization of processes.
Project management approach: mainly agile.

May 2005 - Sep 2005

5 months

Darmstadt, Germany

Research assistant at the department Technology Management and Marketing

Darmstadt University of Technology

Projects for Siemens, Bosch, Mannesmann, Audi.

Jan 2004 - May 2005

5 months

Consultant

Harland Consulting

Development of a product platform strategy for an automotive component family for an international automotive supplier (Tier 1), including market, product and variant driver analysis.
In order to achieve synergy effects and build up new sales markets, a new product platform concept was to be developed for an essential but very heterogeneously positioned product family.
In the relevant product area, there was an unmanageable number of product variants.
Synergy potentials had to be identified in the existing product landscape, and disruptive technological changes were also imminent.
A product strategy therefore had to be developed for an entire product area. The goal was to develop an approach for a product platform strategy.
Detailed market potential analysis with sales and selection of target segments.
Analysis of customer requirements.
Product and functional analysis of the existing product landscape.
Variant driver analysis.
Development of alternative scenarios.
Definition of the modular product platform.
Definition of potential variants.
Target costing for individual modules.
Measures to achieve target costs.
The main challenge was to present the complexity in such a transparent way that stakeholders were enabled to make decisions.
The result was a product platform strategy for the entire product family that was agreed with the key stakeholders and subsequently rolled out internationally.
Project management approach: mainly agile.

Aug 2004 - Feb 2005

7 months

Project Management Support

Harland Consulting

Household appliances.
International development project of a new series: ABC analysis, design to cost workshops (specification optimization), from 12/04 also FMEA workshops, contribution to platform concept, deadline controlling for ramp-up.
Project management approach: mainly classical.

Apr 2003 - Jun 2003

3 months

Consultant

Harland Consulting

IT.
Marketing concept for IT service provider; Market positioning and launch of a new service.
Project management approach: mainly agile.

Dec 2002 - Dec 2004

1 year 1 month

Munich, Germany

Postdoc at the chair for Technical Services and Operations Management

Technical University of Munich

Postdoc at the chair for Technical Services and Operations Management.
Lectures in "Innovation Management for Services" and “Project Management”.

Jul 2000 - Dec 2000

6 months

Project Manager

Harland Consulting

Electrical engineering.
Innovation cockpit: Development of a tool for innovation controlling; definition of standardized innovation processes.
Project management approach: mainly agile.

Jan 1999 - Present

25 years 6 months

Jena, Germany

Strategy & Innovation Consultant & Portfolio/Program/Project Manager

Harland Consulting

Strategy consulting, portfolio / program / project management, appraisals, coaching, trainings and moderation of workshops.
Areas of focus include:
Corporate Strategy, New Technologies, Product Innovation management, R&D footprint, product platforms, market and technology research.
New Business development, evaluation of cooperation partner and M&A targets.
Process management (esp. innovation processes).
Establishment and implementation of cooperation between companies.
Industrial foci: photonics, energy, automotive, medical consumer goods, electrical engineering, IT.

Mar 1998 - May 2002

4 years 3 months

Darmstadt, Germany

Project Manager

TU Darmstadt

Electrical engineering.
Development of the cooperation competence of several divisions of a group; process design of cooperation management; selection of strategic cooperation partners.
Project management approach: mainly agile.

Feb 1998 - May 2002

4 years 4 months

Darmstadt, Germany

Research assistant at the department Technology Management and Marketing

Darmstadt University of Technology

Projects for Siemens, Bosch, Mannesmann, Audi.

Aug 1996 - Dec 1997

5 months

Hong Kong

Internship HR/IT

Otto International Hong Kong Ltd.

Sales office of one of the biggest fashion e-commerce groups world-wide (Otto group).

Oct 1990 - Sep 1991

1 year

Borgentreich, Germany

Compulsory military service

German Air Force

Summary

Dedicated industrial engineer, assertive executive, portfolio/program/project manager and experienced innovation management expert with focus on corporate, sustainability and innovation strategy, new business development as well as organizational and business process development and optimization.

Structured, goal-oriented and holistic approach even in complex environments with simultaneous creativity in finding solutions.
Strong networking, workshop-experienced leader with the ability to coach teams & organizations and to inspire others to achieve challenging goals
Ability to exercise judgement, hands-on mentality, and assertiveness in execution
Visionary enthusiasm, great interest and proven ability to get involved in new, promising and sustainable technology and market fields (e.g. AI, LiDAR)
Generate competitive advantage through a multi-variant product offering and realize synergies through the use of product platforms and building blocks