Business Transformation

Companies must constantly adapt to changing markets.

Business Transformation

Higher levels of competition, volatile markets and constantly changing demands ever more challenging to the development and implementation of new business models, improved processes, new IT systems and thus the ability of managers to plan and implement complex transformations. As transformation we mean business changes such as the implementation of strategies, restructuring, Lean Processes & Management, closure or relocation of assets, introduction of continuous improvement programs, to the structure or the integration of new business after acquisitions.
 
The success of transformations lies mainly in the ability of "soft" and "hard" facts in implementing integrated. Change and development of organizations require professional competence and the participation of affected people. For lasting results, we work with you on strategies, structures, processes and systems. At the same time, we are at lever in the acceptance, motivation and values of your organization. So we make the transformation alive, alive - and long-term success. With our work, we put you and your management in a position to continue your participation in our transformation itself controlled.
 
On the basis of our developed systematic and integrated approach, we identify areas of action and develop an approach that suits your business and make your transformation successful.

Core Offerings

Strategy

Adjust their business models to the current and upcoming changes before they are matched!

Manage Transformationen

Achieve goals. Let employees and customers join. Implement changes

Lean Processes

Allow agility. Increase efficiency.

Governance and Compliance

Find your company profile set directions.

 

M&A-Carveout-PMI

Secure your investment through our holistic and integrative escort!

Strategy

With your strategy to give your organization direction. The success of strategies will be determined upon consistency and consistency in implementation.
 
How well do you find them again in your management team, in the functions and processes of your company?
 
How clearly this strategy can be seen for your employees and your business partners?
 
If the necessary changes that result from your strategy effectively and efficiently implemented by those in charge?
 
Measures your performance controlling / monitoring the success factors of your strategy?
 
Are the right success factors focused and reported?
 
With our methodology TCI Enterprise Transformation Cycle we can help you secure your success.

Manage Transformationen

We do not proselytize your business, but you stay in the decision-making authority.
 
We control transformations always an interdisciplinary team of consultants: strategists, process thinkers, people developer complement their opinions, experience and skills.
 
We do not simply copy templates from other projects, we use methods such as your business needs it.

Lean Processes

The current pace of change in the markets and competition requires the ability to respond quickly. Processes and structures of companies are often not prepared enough on it. With you and your management, we increase the response and adaptation of your organization and thus your competitiveness. The matching processes and structures to achieve the tools for their employees to the highest possible value to your customers. We empower your employees for agile methods and practices and to support you in implementing adequate IT systems for your processes.

Governance and Compliance

Corporate governance Good corporate governance is understood with which the company is controlled and monitored. The management is oriented for customer value and competitiveness of the company.

What pays us the customer? What can we better than others? The corporate governance ensures that the job of the company the most sought: inclusive and based on company values.

M&A-Carveout-PMI

With the integration of acquired companies or parts of companies, the risk of failure is great. Several studies have documented repeatedly that 70-80% of all purchases are not successful. This is partly due to a lack of identification of management by objectives and synergies and the other to non-effective and efficient implementation of programs.
 
They increase with Us effectiveness, efficiency and sustainability of your integration and transformation program by working with practically experienced managers and a well-established framework. Together we determine how to minimize risks and maximize the success of implementation. With our holistic and integrative approach all stakeholders are involved, customized management system and so widely adapted on the use of TCI partner out your management system goal-oriented.
 

Customer Feedback

Instead - as so often to make the consultants smarter, we have learned. In very specific customer situations in very concrete projects.“

Dr. Gerd Börker, Portigon Financial Services GmbH

More

project report​

Realignment of the service area of a network operator

More

Realignment of the service area of a network operator

Startig point
A privatized network operator in the Middle East adapted its organizational structure to the new requirements and formed - with international practice - oriented to customer segments divisions. The customer service area had initially only the order to provide data services as a service to corporate clients. But soon it was realized that the corporate clients expect the completion of all services on this customer service organization. Together with the newly appointed General Manager following main challenges were identified:
• Expansion of service capacity for a broad service portfolio. The new portfolio should include fixed and mobile network-based voice and data services and value-added services for business customers.
• Development of abilities to plan customer projects, sell and manage the successful implementation
• Empower the customer service area to plan the services independently and actively
 
Aproach
In small-group and individual discussions at the departmental level first plans for the future services and the necessary processes, roles and organizational options were developed and optimized in several iterations. The different aspects and interrelationships of these elements were deepened and sharpened. An important goal was to find out, what is indispensable for later implementation initiatives and capabilities. A rough version of the future strategy was developed.
Already at this early stage first implementation steps have been set up and started. Thus, the business area management could be demonstrated the benefits of the new strategy early on by practical intermediate results. Then, based on this experience, the first complete version of the strategy has been developed by the entire management team of the customer service area, which was released for implementation and management of the company.
 
Result
A completely revised process, role and organization model. Hiring of new staff was approved and implemented gradually. The newly established customer service area now supplies a large part of the significantly expanded service portfolio and cooperation with other departments has been very positive. The range is a better customer requirements and customer satisfaction increases steadily.
 
Success factors
• A management that wanted change.
• Changed management team that designed the much more active planning and implementation of the transformation.
• An experienced team of consultants mediating, moderating and coaching.

Current Projects

M&A Transformation

Takeover of a manufacturer with 700 employees

Realignment of an Investment Bank

Turning an Investment-Bank into a Financial Service Provider

Process Mining

Tool based business analysis and business-prozess-transformation

Postmerger Integration (PMI)

Implementation of an organizational blueprint

M&A Transformation

ASM Assembly Systems (SIPLACE) the leading placement company decide to extend SMT process capabilities and offerings by exogenous growth and merged with DEK, the leading Printer company. Critical success factors were an effective, efficient M&A process and an early start of the post-merger-integration program.  

Facts:
Integrate DEK with its complementary portfolio
Integrate DEK team with its more than 700 employees worldwide into ASM
Integrate DEK with its different approach to the market
  
Deliverables:
•    Due diligence support
•    Strategic and financial analysis of targeted company
•    Identifying synergy potentials and generate joint business case
•    Integration concept, procedures and program
•    Business guidelines for the joint company
•    PMO support from MoU to closing
•    Communication program
•    Moderated meetings with both parties 
•    Program and project management support
•    Prepare and start of strategic controlling (KPI & milestones)
  
Results:
•    Effective and efficient DD process
•    Early start of transformation / integration of the acquired company
•    Derived an agreed integration program with both management teams
•    Effective and successful transformation

Turning an Investment-Bank into a Financial Service Provider

Portigon (former West LB) has been assisted by TCI for almost three years in his radical change in corporate culture, business realignment, building customer relationships and project business. Portigon Financial Services converts from a bank to a service provider. Critical success factors for such a change is building the customer business, ie the successful acquisition of new customers as well as the customer-oriented services for existing customers. Portigon received support by TCI many and diverse ways. TCI would call this a "solution-focused systemically structured coaching", our customer just called it an addressee-specific advice in very different scopes within the organization.

"In this way we were enabled to develop our customer orientation in multiple dimensions – from conduct of conversations to the offer of proposals, negotiation and project management to the internal development of our organization. From business initiation to project implementation colleagues who were responsible for a specific customer, were successfully strengthened in their own competence, including their own sense of achievement by winning client mandates.

The consultant kept himself pleasantly in the background, but critically pointed out the deficits and potential for improvement if required. In the end even units which initially rejected this consultancy as "not invented here", turned to become medium-term supporters of this approach.

Another quite positive side effect: rather than - as so often - making the consultant smart, we were the ones who did learn - with very specific customers in very specific projects.

With this successful approach we intend to continue our transformation for our future business development.

Projects & Change Management
Portigon Financial Services GmbH"

Process Mining

Efficient business processes are crucial to the company's success. Transparency about whether the actually "lived" processes comply with the actually SAP implemented processes is desirable here, but often very difficult to realize. The classical process analysis requires conducting workshops and interviews with the involved departments and thus binds very many resources. Rarely, it provides complete and reliable results. Hardly completed, it becomes obsolete again. Are there any other more efficient methods?

“Process Mining" is currently an actual method and should remedy the situation. This is an analysis of business processes on the basis of the information in SAP IT systems. But how can it be ensured that transparency is factually created with the hereby triggered flood of data. And that is really uncovered where actions need to be taken? How can it be ensured that a longer period is detected, rather than allowing a permanent monitoring. With our cooperation partner TCI offers an intelligent solution for analysis and monitoring of business processes, which is based on the recognized principles of process mining in combination with the proven TCI methods and tools. This combination of graphic analysis together with an intelligent cockpit gives the basis to optimize the reviewed business process on the basis of facts and furthermore the reuse for future monitoring of the process landscape.

The Intelligent analysis (process mining) of SAP business processes combined with our expertise in the field of financial, logistics, purchasing and HR processes as well as PM expertise provides an excellent basis for the development of detailed business cases. This is also valid for BigData applications. Outlined project costs are quickly compensated by the cost savings. With this integrated approach we distinguish ourselves from competitors. By designing of robust business cases we provide our customers an excellent basis for planning of project to generate sustainable transformation of business, process and IT topics and corresponding cost savings.

Led by a TCI Partner, a bundle of measures is currently developed to support successful acquisition and delivery: description of the integrated model of cooperation, creation of acquisition documents, support in the sales channel, training of TCI partners in the field of financial, logistics and HR processes.

Post-merger integration (PMI)

Project
The major scope of the project was the implementation of an organizational blueprint across all legal entities in Germany including the buyers’s subsidiaries and the acquired companies. The global blueprint for the PMI was predefined by the senior management of the buyer. The implementation of the new structural organization had to be completed within 6 months. 

Facts
Our client was an international ICT service company with more than 75,000 employees in total. The acquisition was the ICT subsidiary of a multinational company with headquarters in Germany. Post-merger integration in Germany was completed after 12 months.
 
Deliverables
Introduction of the restructured organization in all German parts of the company 
Identifying the management team for the new organization
Transfer of all employees in the new organizational structure
Mapping the new structure in the ICT systems (cost center, ...)
Definition and introduction of new roles and business processes for sales, presales and delivery
 
Result
Six months after closing date the implementation of the new structural organization was completed for all legal entities (as far as required) including the transfer of the employees to the new departments, new management teams and the implementation of new cost center structure in ICT. After additional six months the implementation of new processes and roles in sales, presales and delivery was completed.

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