
How we strengthened the international positioning of a battlefield digitization system and restored motivation within the team Initial Situation A leading defense industry company in Europe developed a modular, integrated fighting system for the German Armed Forces. The aim of the Software Defined Defence (SDD) Initiative was to optimize the decision-making chain from sensor to…

How we strengthened the consortium’s brand, restored stakeholder confidence and re-engaged employees during a critical scaling phase Initial Situation Four European manufacturers of aero engines have formed a consortium to design and produce a twin engine for the TIGER light combat helicopter. In addition to the agreed purchase of a defined number of engines for…

How we helped a communications division break down silos, clarify decision-making, and build a collaborative performance culture Initial Situation The organizational structure and lack of a shared vision were hindering the performance of the communications division of an organization with just under 2,000 employees. The division’s media-specific departments (TV, radio, print, online) were in four…

How we unleashed the creative energy of a workforce, leading to the largest deal in the company’s history Initial Situation The spin-off of a medium-sized company (+1.500 employees) was developing software and hardware systems for the aviation and automotive industries. However, it had run into severe financial trouble. Due to the related challenges, the new…

How we helped the German Armed Forces to implement DEMAR – a new set of regulations and processes Initial Situation The German Armed Forces implements a German version (DEMAR) of the European Military Airworthiness Requirements (EMAR). EMAR is a set of harmonized regulations for military aviation in Europe, aiming to improve safety, reduce costs, and foster interoperability…

How we helped a SME to successfully merge nine departments into one new business unit Initial Situation Nine previously largely independent departments within an organization were gradually merged to form a new business unit. However, animosities among managers that had developed over decades, an “old boys’ network,” and hierarchical management styles continued to promote silo…