Digitalisation projects are nowadays no longer a task purely for IT departments. On the contrary: All specialist departments and service providers must cooperate to find user-oriented solutions. This does, however, require time-intensive synchronisation effort in order not to jeopardise project goals. This is why synchro management is part of our standard repertoire, in order to keep an eye on time, cost and quality risks at all times.

By means of agile methods such as SCRUM or Kanban, we create the greatest benefit for all stakeholders in the project, in particular in highly complex projects, where a high response speed is crucial. We thereby ensure the possibility to react more dynamically and efficiently to unforeseeable changes and thus achieve sustainable project success.

Whether classic or agile project management, each risk may become a time, cost, or quality trap, and thus jeopardise the success of the project. Especially in complex projects, comprehensive risk management is often neglected. We embed risk management in our customer projects and rely on the COSO standard established in the industrial sector.

Whether evolved historically or newly developed, internal processes must be suitable for your organisation. Our experts use various techniques for their targeted and measurable optimisation: Classic methods such as identification of weak points and bottlenecks by simulation on the one hand and modern techniques, especially process mining, on the other hand. This enables us to present and evaluate numbers, samples and facts on the basis of digital tracks. With this knowledge, we design sleek, precise and safe processes for our customers.

We support our clients in mapping their processes easily and precisely in digital systems. With supporting techniques such as robotic process automation (RPA), Artificial Intelligence, and Deep Learning, we avoid mistakes in processes, reduce lead times and increase the efficiency of your organisations. We do not lose sight of the human factor.

“Culture eats strategy for breakfast” or: Every process is only as good as it is lived. This means that the most important aspect during the implementation of new processes is the inclusion of all process participants – with empathy and on an equal footing. With the assistance of information events, training, and attention to management, we create a common mindset in organisations, which facilitates and supports changes in order to sustainably establish newly defined processes in organisations.

Business model innovation is the core of digital transformation. We support our customers with innovative techniques, such as Business Model Canvas and Design Thinking. Thus, they can upgrade an analogue business model with additional digital services or transform it entirely.

With the lean start-up method, we assist our clients in the quick and target-oriented implementation of new ideas. In this way, we can efficiently bring innovations to market and verify them, both internally and externally, and facilitate a rapid return on investment.

Following the digitalisation of the business model, it is equally important to establish a sustainable innovation process in the company. We support our clients in the establishment of a digital innovation hub that stays up-to-date. That way, you are able to integrate innovative technologies and trends directly into your company.

Introduction of an ODM tool: We were instructed by one of our automotive clients in the distribution sector to set up and implement the project management for the introduction of a new order management system. The entire ODM process from ordering from the dealer to invoicing was to be mapped in this system. In addition to the project set-up, project planning and project control, we also supported the management of requirements, change, and testing as part of the project implementation. Thus, we were able to ensure the replacement of the extensive legacy system environment and the successful introduction of the new system.

Introduction of a software platform for error and problem management: In order to improve the quality of the technical development of an internationally active automotive customer in the product development sector, we optimised and automated the processes for error analysis and error correction. For this purpose, a platform was created on which notifications from the technical test could be analysed and compared with anomalies already known. By means of previous identification and elimination of errors, we were able to improve both the transparency and use of scarce resources, such as test benches.
In addition to providing technical and methodological support for the development, we also carried out operational requirements management. Thus, the introduction of the new platform was fully supported by us from the conception phase to the completion of the new software solution.

The digital legal department: As part of the digital transformation in the Legal & Compliance Division of one of our automotive clients, we were commissioned with the multi-project management of cross-divisional digitalisation projects. In particular, we have taken on the coordination of the various projects with regard to their interdependencies and shared resources. Our range of consulting services included the selection and implementation of IT tools as well as strategy and process consulting. Our objective was to support our clients in their digital transformation with cost-efficient, tailor-made and innovative solutions.