Change Management empowers people to deliver the necessary transformation benefit.
In close cooperation with the company, we shape the change process and implement the transformation.


People and their implementation energy. The deep wish and desire to achieve this goal unequivocally.  

The starting point of any change is the wish to achieve a goal. This goal must entail and transmit great ingenuity that this objective can in principle be achieved and that it is primarily of value to achieve this objective, even if it is associated with tremendous efforts.

An extremely important success factor for a successful transformation starts with deriving and describing this goal. Here, it is important that the staff are closely involved in this process of identification (process of vision, mission, strategy and targeting).

The employee must understand the relationships. The actual existing situation must be clearly and unambiguously described. The route to the goal must be transparent to people. The leadership and communication performance lies in arousing the deep wish and desire to release all the energy required for this to achieve this goal under any circumstances.

The goal-identification and definition process (vision, mission) is the basic prerequisite to initiate a change and/or transformation process.


Achieving the goal requires total entrepreneurial thinking and commitment. We call the transfer of entrepreneurship to each individual employee “empowerment”. I.e. empowerment of the individual employee to think fully entrepreneurially, to express themselves and also to negotiate the challenge and/or self-image in this way.
It is worth understanding the inherent entrepreneurial drive and spirit of the staff which already exists and hence to release the energy and agility required for the necessary transformation.
The strong will for change and the release of the energy required for this must arise from deep within a company and be brought out accordingly. It cannot be imposed from an “external relationship” (external service providers).

There is no future without a past  

The release of this entrepreneurial energy and harnessing this power must be in line with the values of the company and with its shareholders. Understanding the existing corporate culture is important in order to be able to draw upon it and to attract staff. People can derive continuity from this despite significant changes.  

It is valid to understand the essence of the (tangible and intangible) corporate values created in order to use them, to build upon them and to further develop them.  

Changes and shaping the transformation together

  • Integration of all stakeholders and in particular employee representatives

So that the transformation process can unleash the full energy and speed required, it is extremely important that throughout the process, from preparation to implementation and the assessment of the effectiveness of the actions taken, the representatives of different stakeholders, in particular the employee representatives, are closely integrated.

It cannot be pointed out strongly enough that in this approach the time and leadership intensity required for this must be dedicated without any restrictions, as otherwise an approach that is too quick will directly and repeatedly lead to a really far greater loss of time in the form of disruptions and misunderstandings during the change activity. It is perfectly normal and okay for there to be all kinds of different positions and opinions in the course of action. It is nonetheless fundamentally important that the previously established goal is broadly encouraged.

Involvement of the parties concerned and making them co-creators. 

An important leadership aspect lies in understanding different interests, being capable of having different perspectives and understanding them.  

In this way, we can closely guide you in integrating the different stakeholders and subsequently in carrying out the change process quickly and efficiently jointly with all the participants. We will develop the communication strategy including implementation together with you.  

Strengthening management and leading change process

  • Changes require clear, consistent and targeted leadership. 
  • We will strengthen the management within your organisation.  

We will strengthen your management organisation. We are sparring partners and coaches at your side and alongside your managers. Together, we will shape the management processes for the necessary transformation. Management and leadership processes are the foundations that take a transformation process forward in an orderly and structured way. The available resources are always finite. Precisely the implementation of a transformation as a rule and above all comprises a high energetic strain for the management and staff in conjunction with the, in any case, still ongoing day-to-day business. It is all the more important that the change process is conducted in a very structured and efficient way.  


Packages of measures and project management

We ensure that the goals are translated into an operational language using the associated route and the path is shaped and walked together with the workforce.  

The holistically tackled strategy work then undergoes its physical implementation. The overall strategy of the company is, amongst other things, also structured in such a way that it can be broken down into the respective functional areas of the company. I.e. the sub-strategies of the functional areas must as a whole produce the overall strategy of the company.


There are consequently two key operational starting points and perspectives for the implementation.

For a successful implementation, it is important that both perspectives are taken in and the management performance of both approaches is included. I.e., firstly, the respective divisions of the company have clear objectives which must be achieved (please see “Strategic Restructuring”). Derived from this, the respective divisions derive the packages of measures required for the implementation. Secondly, it is of the utmost importance that one understands which measures can be implemented solely on an inter-divisional basis (matrix organisation). A catalogue of measures emerges which must firstly be brought out from the vertical and secondly horizontal, i.e. inter-divisionally.

The approach comprises, where appropriate, a further development and use of the matrix organisation: 

  1. The responsibility of the respective functional areas (vertical perspective)
  2. The cross-functional/inter-divisional project work (horizontal perspective)

This approach is then transferred into a project management structure. In so doing, all the measures experience a prioritisation and each individual measure also finds its required management process, which ensures the actual implementation. It is thereby not merely enough to record one person responsible behind each measure because it is of fundamental importance to understand how the respective measure can be retrieved within the corporate management process (management responsibility, review processes, corporate controlling, etc.).


The Project Management Office (PMO) is created in this context and forms the overview of all the relevant measures for the transformation process.

The PMO is established accompanying the day-to-day business. This “project office” will become an existentially important “navigation centre” for the company. It is the guarantor for achieving the set company and transformation objectives (e.g. short-term, medium-term and long-term P&L result, liquidity).

The PMO must therefore be equipped with the appropriate resources (in terms of quantity and quality).

We can create a tailored “PMO” for companies and can if required also provide further specialists and experts to manage and execute the project content for the project management resources set aside by the company.


“Shop floor management” in our approach places the priorities on the management processes in the value-added sector, thereby closely aligned to inter-divisional cooperation. By achieving the objective that a culture of continuous improvement emerges with a fast pace of implementation and effectiveness, we place particular emphasis on how we can release the staff on site to the value-added processes of empowerment and its energy and entrepreneurship (i.e. direct and indirect staff; in production as well as in administration).

The shop floor management is designed and brought to life in such a way that the staff on site steadily and ever increasingly take charge in their area of work and responsibility. It is thereby important that we bring the entire communication in the language of the staff. A level of language which also consists of key figures (KPIs), which are understood by the staff and with which people can identify.

Staff on site take the lead. Agility results.

Turn around – The inversion of the management pyramid

Our basic understanding:

The employee on site is, in most cases, the specialist for the value-added process on site. He/she is correspondingly able to assume a key role in the implementation. It is more than desired that these staff take the lead in the implementation. The understanding to take an active lead for a cause, based on experience, local proximity and already existing responsibility for the process. A lead which is not built on hierarchy, but on respect between each other and on the present experience of the individual. We talk of a “relevant leadership” and not of a “hierarchically lived leadership”.

In order to master complex change and transformation processes, the management style which has flexibly arranged the interaction between the administrators and managers related to the situation and in which the assumption of leadership is flexible and can constantly change within an issue is the most effective management style. In this way, not only do you achieve the result and the planned goal, what’s more it is primarily fun to shape complex things and bring about a solution together in a team.

Management as “coaches and enablers”

From this self-image, we talk of an “inversion of the management pyramid”. In this way, managers become “coaches, enablers” and a team member and not a “lecturer”. The manager gives his total support so that the inter-divisional teams can achieve their set goal. The focus of the “management” is increasingly on the “empowerment of the individual staff member” and on an “effective interaction of the team”.



We have the appropriate managers, leaders, specialists and manpower to implement extensive projects in the nature of restructuring, transformations, corporate transactions and to bridge temporary vacancies.

From our team and from our distinctive network, we can provide you with suitable profiles for your key functional areas and all hierarchy levels.

Relieve your HR department.

Our specialists can significantly relieve the human resources department in your company by taking on the search for personnel.


Our “head-hunting experts” are themselves former top managers and executives. They therefore know exactly how to address the target groups.


Highly qualified specialists for exceptional situations

We can find managers and executives who can fill in when capacity and time is urgent.

We have experienced executives tailored to the respective tasks.

We work closely together with well-known premium service providers in particular in staffing management positions on a temporary basis (interim management).

We offer to take on leadership roles ourselves, in the form of interim management mandates, for the required transformation process.

Transformations in addition to day-to-day business place considerable demands on companies and staff.

First of all, handling ongoing day-to-day business takes centre stage for the company and its staff. Customers expect the outputs of concluded projects to be delivered as agreed. Product and production start-ups must be complied with on schedule, SOP (Start of Production) dates must be ensured without restrictions, as should deliveries and all existing service agreements in the business relationship.
Company organisations are generally set up in such a way that completing the day-to-day business can be guaranteed.

In addition to the day-to-day business, the great challenge then confronting the managers and the entire workforce is to guide the company through the transformation process. This is, in most cases, not only a great “emotional” challenge, but above all also an entirely physical challenge. A significant additional service is demanded of people on top of their usual day-to-day business.

People make transformations.

The strategic restructuring must be developed jointly, in particular with the senior management. The design method takes time. The knowledge gained from this, amongst other things, in the form of target states derived, is differentiated and broken down into the individual functional areas. Many staff from different divisions are involved. The necessity and associated high physical effort cannot only be explained by the fact that topic areas are compiled as regards content, but that the people are the key component for the actual change process (please see “Change Management”). In order to enable the staff to slip in and implement the changes required, they must be an integral part of the transformation process.

Strategies arise for the operational implementation and for the communication. Detailed objectives, project landscapes, a multitude of measures and very often additional reporting arise for the stakeholders. This approach also produces the intended much needed willingness to change. The participating people become committed to achieving the goal by implementing the measures.

We can provide you with managers, specialists and manpower for support.

  • We guide companies in the creation and implementation of transformation processes.
  • We are aware of the human, technical and capacity-related challenges.
  • We can supply you with the personnel required for the transformation process.

We have the tailored management staff and specialists for you.

We devise the appropriate organisational, managerial foundation for companies and thereby create the necessary prerequisites to achieve the corporate objectives set.

We build fruitful organisations.