Projects
Digitalization initiative for maintenance service provider (chemical industry).
The service provider with more than 1,200 craftsmen decided to start a digitization initiative. First step was to set-up an appropriate project structure involving representatives of all hierarchy levels and functions. Most important activity was to ensure the sensitization and mobilization of the team members. Second came the identification and prioritization of ideas for digitalization/industry4.0. A newly formed core team with full-time dedicated team members was established to realize and implement the ideas (mvp approach).
The service provider with more than 1,200 craftsmen decided to start a digitization initiative. First step was to set-up an appropriate project structure involving representatives of all hierarchy levels and functions. Most important activity was to ensure the sensitization and mobilization of the team members. Second came the identification and prioritization of ideas for digitalization/industry4.0. A newly formed core team with full-time dedicated team members was established to realize and implement the ideas (mvp approach).
Strategic roadmap for growth (SME).
A medium sized chemical company wanted to learn about growth opportunities for their commodity business. Since there was no growth culture and experience we first developed a “chemical map” with the existing business at its core. Next, the map moved ever farther away from the core, adding other chemical substances (“beyond”- and “new”-layers). The involvement of the complete management team for idea generation and option evaluation helped to create growth awareness as well as the required growth processes.
A medium sized chemical company wanted to learn about growth opportunities for their commodity business. Since there was no growth culture and experience we first developed a “chemical map” with the existing business at its core. Next, the map moved ever farther away from the core, adding other chemical substances (“beyond”- and “new”-layers). The involvement of the complete management team for idea generation and option evaluation helped to create growth awareness as well as the required growth processes.
New target operating model for a corporate in the medical technology industry.
Global player in medical technology is facing major challenges due to the very strong growth. The company wants to establish a more agile structure with fast decision-making processes. The biggest challenge is the development of the future Target Operating Model with the involvement of all relevant stakeholders and in particular the employees. A separate workstream was established for change management. In total, a team of 6 experienced consultants was working on the project.
Global player in medical technology is facing major challenges due to the very strong growth. The company wants to establish a more agile structure with fast decision-making processes. The biggest challenge is the development of the future Target Operating Model with the involvement of all relevant stakeholders and in particular the employees. A separate workstream was established for change management. In total, a team of 6 experienced consultants was working on the project.
Chemical distribution marketplace (ongoing effort).
Faced with the threat by amazon, Alibaba and the like, a group of chemical distributors plans to create their own marketplace/platform. The project started with generating insights into the dimension of the threat and options to circumvent it, realizing that a joined industry-owned platform provides the best defence. Next, the idea was promoted for several months to find fellow-participants, willing to fund the initiative. In parallel a first option for the legal setup (avoiding cartel issues and owners influencing the platform management) was drafted. Furthermore, talks started with professional platform builders as well as platform operators.
Faced with the threat by amazon, Alibaba and the like, a group of chemical distributors plans to create their own marketplace/platform. The project started with generating insights into the dimension of the threat and options to circumvent it, realizing that a joined industry-owned platform provides the best defence. Next, the idea was promoted for several months to find fellow-participants, willing to fund the initiative. In parallel a first option for the legal setup (avoiding cartel issues and owners influencing the platform management) was drafted. Furthermore, talks started with professional platform builders as well as platform operators.
Carve-out, set-up and subsequent phases of a large chemical company.
Starting with support during the spin-off process from the mother company, the series of projects initially covered the basic set-up of NewCo (e.g. business/support function/board/headquarter/… structures). This was followed by strategies for the initial restructuring phase (i.e. business portfolio strategy) as well as business strategies for several businesses and support functions. An additional project stream dealt with regular high-level CEO support on urgent and critical topics.
Starting with support during the spin-off process from the mother company, the series of projects initially covered the basic set-up of NewCo (e.g. business/support function/board/headquarter/… structures). This was followed by strategies for the initial restructuring phase (i.e. business portfolio strategy) as well as business strategies for several businesses and support functions. An additional project stream dealt with regular high-level CEO support on urgent and critical topics.
Setting up an agile organization.
Large scale retail chain in Do-it-Yourself market is facing massive market changes and increasing competition. Several initiatives shall support a turn around. Major effort is focused on setting up a vehicle to make the organization fit for the future – turning it more flexible, bringing-in more entrepreneur thinking and growing it into more aggressive to meet the changing markets This is targeted by a project to set-up an agile organization based on customer journeys and mastery in fulfilment. This project is one of the first setting up a real agile organization to that scale. Expacon is creating here the real future now.
Large scale retail chain in Do-it-Yourself market is facing massive market changes and increasing competition. Several initiatives shall support a turn around. Major effort is focused on setting up a vehicle to make the organization fit for the future – turning it more flexible, bringing-in more entrepreneur thinking and growing it into more aggressive to meet the changing markets This is targeted by a project to set-up an agile organization based on customer journeys and mastery in fulfilment. This project is one of the first setting up a real agile organization to that scale. Expacon is creating here the real future now.
Implementation of end-to-end processes.
Setting up, detailing and specifying of requirements on integrated digital Lead to Order process across Europe’s 46 national Entities for number one in the world car manufacturer. The task was to set up a template process landscape, analyse deviation in the national companies and conclude a design for integrated IT solution (based on self programed IT, heterogeneous national dealer management IT systems and several European online portal solutions). Core of the set-up was focused on integrated data, shared processes and standard interfaces.
Setting up, detailing and specifying of requirements on integrated digital Lead to Order process across Europe’s 46 national Entities for number one in the world car manufacturer. The task was to set up a template process landscape, analyse deviation in the national companies and conclude a design for integrated IT solution (based on self programed IT, heterogeneous national dealer management IT systems and several European online portal solutions). Core of the set-up was focused on integrated data, shared processes and standard interfaces.
Setting-up, planning and managing core processes
(Lead-to-Order and Order-to-Cash) within a massive Digitalization Initiative.
Setting-up, planning and managing core processes (Lead-to-Order and Order-to-Cash) within a massive Digitalization Initiative. The activity led us together with the client from target picture definition, over customer journey analysis and fulfilment process analysis into specification of requirements, testing and approval of a “new application word”. Target was to get customer ready for expected disruptive change in future. The program was also meant to save company investments in application landscape which was the Salesforce Lightning CRM system and SAP S4HANA ERP system.
Setting-up, planning and managing core processes (Lead-to-Order and Order-to-Cash) within a massive Digitalization Initiative. The activity led us together with the client from target picture definition, over customer journey analysis and fulfilment process analysis into specification of requirements, testing and approval of a “new application word”. Target was to get customer ready for expected disruptive change in future. The program was also meant to save company investments in application landscape which was the Salesforce Lightning CRM system and SAP S4HANA ERP system.
Carve-out of diverse businesses and Post-Merger Integration with Value Creation Programme
The entire carve-out process for multiple business units (production as well as service units) was managed; starting with the definition of carve-out strategy and the respective business portfolio, demarcation of assets (tangible and intangible), negotiation of supply and service agreements, implementation of new organization and processes the projects covered also the Go-Live of the new companies. In a next phase PMI and value creation programmes were done.
The entire carve-out process for multiple business units (production as well as service units) was managed; starting with the definition of carve-out strategy and the respective business portfolio, demarcation of assets (tangible and intangible), negotiation of supply and service agreements, implementation of new organization and processes the projects covered also the Go-Live of the new companies. In a next phase PMI and value creation programmes were done.