References

A grown ERP landscape with numerous isolated solutions was to be renewed across the group. We analysed the system and process landscape, ran the system evaluation through a utility value analysis and supported the renewal as deputy project management through to go-live.

A Swiss food service and hospitality group wanted to centralise its key operational data. Leading the preliminary project, we showed that the real question lay deeper – in the system landscape, digitalisation and processes. A detail question became a strategic foundation.

A communications and consulting group with several companies faced a far-reaching decision on its location. We gave that decision a structure – from the possible options through a utility value and TCO assessment to a proposal ready for a decision by the board.

A Swiss real estate company set out to introduce an ERP for the first time. We structured the provider evaluation from the ground up, created the decision basis and led, supported, controlled and reported on the project beyond go-live – including the lessons learned.

After production was relocated, a new site was needed for offices and the laboratory. We ran the site evaluation, produced the decision basis and then supported fit-out and relocation through to completion – into a modern, cost-optimised open-space floor.

A Swiss food service and hospitality group had its digitalisation strategy developed by an external consultancy. We ran the project from the inside: project management, PMO and coordination, critical sparring on the strategy, and its transfer into the organisation.

A Swiss real estate company had far-reaching decisions to take on sites and building projects. We made the options assessable in utility value analyses – qualitative and quantitative, weighted and scored – and turned them into objective decision bases for the committees.

Payroll administration was to be transferred to a new external provider – seamlessly, on schedule and at lower running cost. We ran the provider evaluation, produced the decision basis and supported the project through to a smooth go-live at the turn of the year.

The operating model in the relevant area already existed, but was not aligned with the target result. We made it tangible: target contributions quantified, dependencies clarified, measures tracked. The optimisation happened in the line – the control over it came from the programme.

A development partner with a broad technology portfolio had a grown but blurred picture of what it actually offered the market. Together with the client we sharpened and structured the offering, reworked the corporate identity and rebuilt the website and its content.

A construction group with several companies, but no consolidated view of its IT, systems and processes. We mapped the landscape, visualised it and brought the requirements of all group companies together – as the foundation for the group’s future IT strategy.

A Swiss real estate company needed flexible support for its executive board and line organisation. We took on a changing set of topics – from surveys and software evaluations to introducing project management – and gave the leadership capacity and structure.

Sales for several international regions was to be carved out of the Swiss organisation and bundled into a newly founded, standalone company. We led the project from definition through to closure and reached every milestone on schedule, without interrupting the business.

A group company was to transfer its support functions to the parent company – six divisions, business as usual. We led the project from definition through realisation to closure, lessons learned included. They went into operation on schedule, without interruption.

A Swiss photovoltaics supplier was looking for a new strategic supplier for custom aluminium extruded profiles. We captured the requirements in full, opened up the supplier market and condensed more than twenty quotations into a single comparable decision basis.

In parallel with the introduction of a new ERP, the entire process landscape was analysed and defined anew. We closely supported the capture, definition and implementation of the processes and took on the alignment with the ERP project – so that both fitted together.

The global HR foundations of an international group were spread across sites and had grown inconsistently. We consolidated values, processes and policies and built a group-wide onboarding concept – from the process analysis to proposals ready for decision.

Strategic projects ran in the group without a common framework – each initiative following its own logic. We developed a project model with phases, milestones, checklists and templates, and supported its introduction. A framework for proposal, leadership and closure emerged.

An unlisted real estate holding company regularly needed clear material for shareholders, investors and its committees. From content the client supplied, we produced annual reports, AGM presentations and an investor teaser as clear, audience-appropriate documents.

Not every question an executive board faces needs a project. Over several years we produced decision foundations for a food service group, placed its initiatives in context and stood ready as an outside perspective – wherever distance or time was lacking internally.