Restructuring
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Getting Stalled Projects Back on Track
At first, everything sounds logical: a new ERP system like SAP S/4HANA, AI integration, a new planning model, a digital shop floor or supply chain solution. Everything brings benefits, and potential risks seem manageable. A few months later, however, the “all green, two yellow” reports come to an end. Instead, there are no solid success…
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Multi-project management as DefTech key competence
The German security and defense industry is experiencing a historic turning point. In many companies, the operational question is no longer “if,” but “how quickly and how reliably” capabilities can be scaled up. At the same time, it is becoming clear that the bottleneck is rarely just manufacturing. It lies in supply chains, governance, decision-making…
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Company Growth Without Breakdown
What works in a 10-person startup often fails in a 50-person company. Leadership becomes the art of enabling others to lead, communicate, and stay connected through change. The Growth Model by Larry E. Greiner describes six phases that organizations typically go through. Each separated by a crisis which are make-or-break moments. They require transformation leadership.…
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Overcoming Change Overload
According to Gartner Research, the average employee is faced with as many as ten enterprise-wide change initiatives per year. They can span from restructuring to achieve efficiencies, from a culture change to new work or a new IT system. Yet, even positive, well-intentioned changes can overwhelm employees when the volume or pace of projects is…
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How to make change work in large organizations
In large organizations, an average of 70 to 85 per cent of all change initiatives fail. According to our many years of experience, this is particularly due to a lack of social and emotional aspects like insufficient empathy and motivation skills of executives (in addition to other reasons why transformations fail). We recently had the…
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Change Management in New Work Projects
New work projects are changes that require management. Like the construction of a new office building or the conversion of individual offices into open-plan offices. Without change management, they harbour social and emotional dynamite. So any management would be well advised to involve employees as early as the planning stage for new working environments. You…
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Volkswagen’s Corporate Newsroom “The Bridge”
A corporate newsroom has been regarded as an agile form of collaboration and integrated communication for years. It has been a tradition at our company since 2012. To this day, it has lost none of its appeal. This was confirmed by over 100 participants at the first Corporate Newsroom Day in Hanover last week. However,…
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Corporate Heritage in Change Initiatives
Corporate heritage is a company’s intangible legacy. It is its history. It is the sum of its employees’ stories, which reflect the company’s values and culture. Anyone planning a restructuring, a post-merger integration, a culture change, or other changes should conceptually incorporate corporate heritage from the very beginning. This is because it plays a key…
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Restructuring, Turnarounds, PMI in Aerospace
Restructuring is an important management tool. Those who plan it should also carefully prepare for its socio-psychological aspects. Particular attention must be paid to the organization’s collective memory and to ensuring that teams identify as strongly as possible with their company. With these aspects in mind, we examine the eventful restructuring of the German aerospace…
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Automotive suppliers facing tough change process
The tough change in the German automotive supply industry has now been going on for over six years. The major players alone have recently announced the loss of around 40,000 jobs: Bosch announced in September 2025 that it would cut 22,000 jobs in Germany by 2030. At Continental, the total for 2024 and 2025 amounted…