The mid sized client is a successful subsidiary of a globally leading machinery group. A new, group-wide production concept with major impact also on this subsidiary had to be elaborated into a sustainable, profitable and future-oriented buisness concept and to be implemented. Therefore, dp was assigned for concept development and implementation support starting in the role as interims CEO and finalising as consultancy support after handover to the new management team.
The leadership challenge in this transformation project was to gain support of employees of the preceedingly entrepreneur-centric, sovereign organisation for group integration and for the new, slim business concept. The more, the operative business had to run smoothly and effectively and change projects had to be started while the negotiations with work councils had still to be conducted.
In addition to dislocation of production, know-how transfer, supplier development and logistics programs as well as introduction of a new ERP system, the attractivity of the new business portfolio had to be ensured and a new organisation and processes had to be established.
This program could be handed over after 9 months to the new management team with positive feedback from the global group, the new management team as well as from employees.