The task: Due to a new market situation, we worked with the client to develop a new growth strategy with 10 strategic initiatives for the next 5 years: existing business models were to become more efficient again, investments were to be brought forward and new business models were to be developed. In the past, the client had had little success with the sustainable implementation of its business strategies. Undconsorten is to support the operationalisation and implementation in the initial phase in order to overcome the "execution gap" that is typical for the company.
Our approach: Set up a Transformation Management Office consisting of external and internal resources to manage all topics in a bundled manner. Assuming various roles (challenger, supporter, controller) in order to do justice to the heterogeneous circumstances and requirements of the initiatives. Joint identification of roadblocks, decision-making needs and weaknesses in cross-divisional collaboration and development of solutions, especially with central functions. Regular feedback on status and any necessary adjustments to a Group Strategic Committee made up of the Management Board and 1st level managers.
Success factors: Early definition of operational accountability and ownership of all sub-projects, including ensuring the necessary capacity. Regular coordination with the owners and strong moderation of stakeholder meetings to clarify interface issues. Sharpening the project brief by demanding clear objectives, well thought-out project plans and clearly formulated milestones. Transparent, cascading communication within the Group to involve the entire organisation. Gradual transition from joint development in the initiatives to progress tracking. Clear escalation logic.