Whichever program you choose. As testified by our client’s success.
СhangeMaker
unlocks value.
Goal-centered programs
These programs are defined by their goal, such as a cost or revenue target, an acquisition or a new market entry.
Restructuring
Earnings- or liquidity challenges require management to have permanent visibility of critical information, such as: Total cost reduction opportunities against target, current status of initiative implementation, and realized effect versus plan.
ChangeMaker takes all teams through a structured process of driving cost initiatives while providing real-time information on activity progress as well as performance against financial target and plan.
Client case
Basic materials
Revenue segment
€10 – 25 billion
Initiatives tracked
140
Cost savings
€65 million
Users
450
Growth
Growth programs are principally driven by positive ambition, but empirically, business outcome is much more variable than, e.g., with cost-out. Boosting implementation orientation and context performance are key success factors for growth-oriented programs.
ChangeMaker drives implementation orientation through cascading of revenue or margin ambition, characterization of opportunities, eliciting action and providing rich context.
Client case
Mechanical engineering
Revenue segment
€200 – 500 billion
Action packages
800
Additional order volume/5 years
€200 million
Users
500
M&A
Fundamental changes to company structure, processes or footprint such as PMI or carve-out require orchestrated execution on hundreds of topics and tasks. Cognitive load on management is massive, from planning all through to effect validation.
ChangeMaker organizes teams, topics and tasks in a manageable structure. Reporting is automated. Management can see status and progress at a glance and can issue actions immediately.
Client case
Materials engineering
Revenue segment
€10 – 25 billion
Initiatives tracked
130
Net synergies over 3 years
€120 million
Users
220
Method-centered programs
These programs are defined by a method, such as a cascading logic, a routine for outcome definition & execution, or project management standards.
Strategy implementation
Strategy becomes actionable by being elaborated per market, product, function etc. during cascading. This process requires iterative engagement at all levels. All too often, cascading tears off, and as a result, strategy execution stops or remains incomplete.
ChangeMaker ensures seamless cascading of strategic initiatives towards execution. This is achieved by making initiatives specific, relevant and actionable at each level. Management has full visibility of process and outcomes.
Client case
Technology
Revenue segment
€2.5 – 10 billion
Initiatives tracked
350
Recurring EBIT effect
€230 million
Users
300
OKR
OKRs are a value enhancement method that places business objectives and results under time and form constraints. End product orientation and orchestrated action are required as objectives are defined, cascaded, and translated into measurable results and tasks.
ChangeMaker orchestrates the OKR cycles, guides all levels through objective and key result definition, tracks progress within-cycle and provides management with real-time status information.
Client case
Automotive supplier
Revenue segment
€25 – 50 billion
Objectives
165
Key Results
620
MOALs
8
Performance
All too often, performance management is ineffective because targets are not attended to in the long period between agreement and review. Typically, there is no management process to make targets actionable, and new priorities begin to compete for attention.
ChangeMaker drives implementation focus through development of specific milestones and tasks. Notifications and reminders help to redirect attention to targets. Management can monitor progress throughout the year, so there are no unpleasant surprises at review.
Client case
Electronics engineering
Revenue segment
€200 – 500 billion
Target agreements
500
Targets tracked
1800
Project management
Concerted, determined action across sites and functions is one of the greatest sources of rapid value creation. Yet, this source is painfully underutilized: In most companies, there are no mechanisms in place for coordinating actions at scale.
ChangeMaker is the ideal platform to drive coordinated action at scale. Its visual tree structure relates targets, topics and teams. Progress is visualized from all relevant perspectives, e.g., by project, by site, by lever.
Client case
Medical technology
Revenue segment
€200 – 500 billion
Target agreements
600
Targets tracked
2800
Domain-centered programs
These programs are defined by a domain, such as an entire company, specific corporate functions, or particular processes or regions.
Transformation
Transformation and business excellence programs cut across all value levers. This requires coverage of a wide variety of topics and entities within one structured process. Value-oriented cross-functional collaboration is key to success.
ChangeMaker steps all teams through a proven process of ideation, evaluation and implementation. Consolidated information on content, process and outcome ensures high management effectiveness.
Client case
Plant engineering
Revenue segment
€2.5 – 10 billion
Initiatives tracked
200
Recurring EBIT effect
€210 million
Users
250
Product value
PVO is a holistic cross-functional effort targeting product cost. It requires seamless collaboration between engineering, purchasing, production and other disciplines, open negotiation of trade-offs, and stringent management of the product migration path.
ChangeMaker helps teams achieve significant product cost savings by driving systematic collaboration on the main levers: specification, design, manufacturing and supplier. Please find our Harvard Business Manager article here.
Client case
Automotive supplier
Revenue segment
€1 – 2.5 billion
Annual savings
€4.5 million
Optimization levers
600
Scope of the project
11 product groups in 4 product lines
Operations excellence
Ops excellence covers a range of approaches to improve manufacturing and supply chain productivity. Knowhow and disciplined collaboration are required to master data analysis (lead times, scrap rates, OEE, etc.) and take initiatives through the PDCA cycle.
ChangeMaker helps teams uncover significant productivity sources by taking them through a stringent process of data analysis and initiative development while keeping management in the loop on status, impact and management requests.
Client case
Pharma
Revenue segment
€500 – 1000 million
Scope of the project
4 plants
Savings over 3 years
€75 million
Optimization levers
300
ESG & CSR
ESG has great ethical, regulatory, marketing and employer branding significance. However, the sheer diversity of topics makes it hard to get a grip around ESG. Tracking financial benefits from ESG helps to put the program at the core of the management agenda.
ChangeMaker takes all project teams through a methodical process of developing environmental, social and governance initiatives. Both material impact and potential financial benefit are being evaluated. Status and total impact are available to management in real time.
Client case
Agriculture materials
Revenue segment
€200 – 500 million
Initiatives tracked
130
Net synergies over 3 years
€120 million
Users
225
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Your downside?
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- Post-project implementation safeguarded
Your downside?
None. Because we take care of everything you need. Before, during and after project.