Digitalisation is continuously changing the business environment and rendering previously proven concepts and practices ineffective. More software and more consulting not only change products and services, but also challenge traditional forms of organisation, leadership models and working methods. We help managers and teams to focus strategically so that they can rethink their service offering and initiate and embody the necessary change in the organisation while continuing day-to-day operations.

“You put a focus on what needs to be addressed.”(Head of Technology in intralogistics)

Management consultancy is often not very effective because ready-made solutions provided by external sources are rejected by those concerned. We take a different approach and understand strategy and organisational development as process consulting, in which those affected actively participate as stakeholders in the development of their organisation. In this way we achieve a high degree of willingness to support change and to promote changes in the individual area of responsibility.

“Everyone is behind the result, it is not imposed from above. Even if change is challenged, the team stays with it and follows its strategy.”(CTO in the engineering sector)

In order to develop new options for action in complex projects, we involve the central stakeholders in the transformation process at an early stage. The most important method: Asking questions. Asking again. And asking again. By analysing all the perspectives, we create clarity regarding the possibilities and limitations of an organisation and point out new strategic options.

“Because of all the questions you ask, you look at an issue from all sides. You create a bigger picture. I am aware of new opportunities I hadn’t seen before.”(Head of Marketing and Product Management in the manufacturing industry)

Transformation processes are complex projects that are often thought out on a large scale and fail at a great cost. We minimise this risk by designing strategy as a step-by-step development process that takes into account the cultural and structural characteristics of an organisation and breaks the vision down into quantifiable stages.

“You remain on board and help us to approach things consistently with structure and motivation and do not push away the unpleasant aspects – unlike other consultants who copy trends and theories that are difficult to implement in practice.”(Director of Process Management in the engineering sector)

If you want to bring about change, you have to mobilise others to join in. We support managers in taking their team with them, exploiting resistance, and gaining support for their plans across hierarchical boundaries.

“You do not simply deliver beautiful theory and slides. You roll up your sleeves and get involved in the implementation, dealing directly with the people who are affected by the change.”(Head of Organizational Development in the manufacturing industry)

Data, facts and figures are essential to outline the starting point and target corridor of a transformation. However, it is equally important to exchange and interact with all those involved: Using interviews, live demos and story mapping, we bring together all of the aspects that are necessary for understanding the initial situation and condense these into a map of the essential elements, subsystems and basic processes of the organisation.

“Your work created the perfect setting. The customer interviews in particular were extremely helpful. I still come back to them when it comes to improving our sales approach.”(Global Head of New Business in intralogistics)

From the sum of all the analysis information obtained, we identify the focus areas that are essential for change and derive development strategies and options for action: How big are the steps towards the defined goal? How can they be divided into feasible stages? What alternative routes are there that have not yet been considered?

“You offer different perspectives to explore the topic from different angles. That really helps and creates new ideas and ways to handle the change we need. That’s really dynamic.”(Senior Director Product Management in the engineering sector)

Since complex projects cannot be realised with the help of classic project plans, we work together with our clients in cycles of two to four weeks. This allows all parties involved to continuously incorporate new findings and changing conditions into the long-term implementation planning and to resolve conflicts immediately. In this way we achieve better results faster.

“So many building sites – you have taken us along and shown us how to approach this step by step and make it a success.”(Associate in a law firm)

Dirk Otten

Owner of DIGITALTRANSFER and strategy expert with more than 25 years of experience in corporate business development (e.g. IKEA) and consulting (e.g. for Hewlett Packard, BSH Hausgeräte, PERI). Executive Coach and Scrum Master with a focus on Agile approaches in the manufacturing industry, lecturer on Strategy and Implementation of Modern Business Management at the University of Applied Management and consultant for “Offensive Mittelstand”. Graduate in business administration (Friedrich-Alexander-University Erlangen-Nuremberg), resident of Munich by choice and enthusiastic mountaineer.

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