Definitions and delimitations that avoid misunderstandings in collaboration.
The consulting focuses on steering strategic initiatives: defining milestones, setting up KPI reporting, and establishing early risk detection. Operational activities such as day-to-day business or detailed implementation of individual work packages are not part of the scope of services.
Settlement is based on agreed milestones, not on hourly effort. Each phase is pre-assigned a fixed price. Additional requirements outside the defined scope are calculated separately and confirmed in writing before commencement.
Management remains responsible for decisions and approvals. The consulting prepares decision templates, presents options with consequences, and moderates the coordination process. Final responsibility for changes in direction always lies with the executive management.
Success is measured against agreed performance indicators defined jointly at the start of the project. These include schedule adherence, budget variance, and risk status. The metrics are documented monthly in a compact report and discussed in the steering committee.
Not included are legal advice, tax advice, and personnel decisions. Also excluded are software development and the implementation of specific IT systems. For these areas, we recommend specialized partners who can be integrated into the project if needed.
Clarity for decision-makers: Answers on reporting, risks, and responsibilities in strategic initiatives.
We support strategic initiatives with budgets from mid-size upwards—from portfolio assessment to implementation support. Our focus is on projects involving multiple departments, external partners, or significant organizational impact.
Reporting follows the rhythm of your decision-making bodies. Monthly steering reports with key figures on budget, milestones, and risks are standard. On request, we set up weekly brief updates for the operational core team.
In addition to budget adherence and schedule adherence, we primarily examine the initiative's goal achievement: What measurable contribution to company results is being made? This is complemented by indicators on quality, resource utilization, and open risks.
Risks are not just listed but assessed and prioritized. For each significant risk, we define a clear approach: avoid, reduce, transfer, or consciously accept. The decision on this lies with your management team.
Each initiative has a dedicated consultant as a counterpart—from the initial analysis to the final report. For larger projects, specialized colleagues for finance, processes, and risk management complement the team.
It begins with a structured conversation about the current project situation. This results in a brief assessment with recommended actions. Only once the need is clear do we jointly define the scope of support.
We support leadership teams in the digital management of strategic initiatives – from initial assessment to ongoing monitoring. Clear KPIs, defined milestones, and a transparent risk profile create the foundation for well-informed decisions.
What managing directors and project leaders report after working with us – concrete, without clichés.
Our clients appreciate one thing above all: that we not only analyze but also take responsibility for implementation. The following feedback shows what really matters in practice.
The introduction of the KPI dashboard has fundamentally changed our monthly management meetings. Instead of long discussions about assumptions, we now talk about concrete deviations and their causes. This saves us around two hours per meeting.
Gabriel LangWhat particularly convinced me was the clear prioritization of our project landscape. We reduced from 14 ongoing initiatives to 7 focused projects – with measurably better progress in the first two quarters.
Nico KellnerThe risk assessment for our site relocation was precise and practical. Instead of generic warnings, we received concrete courses of action with clear decision criteria. This allowed us to mitigate two critical bottlenecks at an early stage.
Ing. Miriam NeuhauserThe milestone planning has significantly simplified our coordination with the executive board. The reports are structured so that decisions can be made directly based on status – without follow-up questions.
Eva Scheiber B.A.What I liked: The recommendations were tailored to our industry and not copied from a standard textbook. The support during implementation made the difference.
Christoph Vogel