| Global integration of human resources of two merging companies |
Large international company, Switzerland / USA |
Project leader |
Implemented |
| Strategy development: review and adjustment of the overall strategy and the strategies of the units |
Large public company |
Process management and expertise |
Implemented |
| Strategy development and results improvement program |
Large company, Belgium |
Project leader |
Implemented |
| Development of a new business activity resulting from merger of three organizations: definition of strategy and implementation |
Large national NGO |
Project leader |
Implemented |
| Definition of strategic options for a company’s future development |
Medium-sized public enterprise |
Expertise |
Decision on an option |
| Definition of a new business model for two merging companies |
Medium-sized public enterprises |
Expertise and process support |
Management request failed due to political hurdles |
| Strategy and organizational development |
Large international NGO |
Process support |
Implemented |
| Strategic analysis and definition of a business plan for an acquisition candidate |
Medium-sized company |
Expertise and process support |
Recommendation to stop the acquisition process |
| Definition of product development strategy along the service chain and implementation |
Large company, Switzerland / Poland |
Expertise and process support |
Implemented |
| Development of solutions for new management structures and support of implementation |
Medium-sized public enterprise |
Expertise and process support |
Implemented |
| Professionalization of the service attitude of more than 5,000 frontline employees towards their clients |
Large company, Belgium |
Project leader |
Implemented |
| Strategic analysis for developing a new business area |
Large national company |
Project leader |
Decision to stop project |
| Definition of a new model to deliver one of the company’s core services: standardization and reengineering of the process |
Large national NGO |
Project leader and process support |
Implemented |
| Definition of the strategy towards a range of stakeholders |
Medium-sized company |
Process support |
Implemented |
| Support of integration management during M&A processes in various phases and units |
Large international companies, Switzerland, France, Belgium, Finland |
Support of process management and experts |
Implemented |
| Expert opinion on the effectiveness and efficiency of the complex management structures and definition of new solutions |
Medium-sized intraregional public company |
Expertise |
Implementation failed due to political hurdles |
| Support of goal setting, strategy development, reorganization und transformation processes |
Various medium-sized companies, NPOs and NGOs |
Expertise and process support |
Implemented |
| Efficiency improvement projects, identification and implementation of cost reduction measures |
Various medium-sized national and inter-national companies |
Expertise and process support |
Implemented |
| Development of organizations and teams, conflict management, mediation |
Various medium-sized national and inter-national companies |
Process support and expertise |
Umgesetzt, Lösung |
