Within an innovative approach of this client to a consultancy collaboration and division of roles, dp has supported a leading machinery manufacturer in its turnaround of one division. For the responsible division leader, the definition of turnaround levers solely by his business unit managers was the important prerequisite to turnaround success and associated change. Thus the identification of the teams with the resulting turnaround program was perceived more decisive than an optimized base line of the program content. As consequence, dp entered into the team at a later stage of mobilization with detailing the projects and setting up qualified plans.
Although jumping on an already moving train, dp was able to gain quickly acceptance as consultant partner for structuring, moderating and contributing to the client's teams due to methodology, pragmatism and business insights. 21 turnaround projects with nearly 300 milestones were set up. This program was to be realized within 9 months. Progress and its impact on profitability was reviewed bi-weekly. Review talks and an installed change process ensured actuality of plans and enabled 'continuous improvement' of the turnaround program. On top, identified mid term needs for action could be captured, solution approaches were defined and approved.