I Expert I Transportation Business I
I Consultant I

It is often challenging and difficult to find the direction that will bring you closer to your goal in the long term. How do I set up my new department or division to ensure maximum impact and how do I know what is necessary to maintain core competencies or even build new ones? How do I ensure that the right people are on board and that they work well together, have clearly defined areas of responsibility but are not overly restricted? Which products, technologies, procedures and processes contribute to this and how do I ensure that these are implemented effectively? Strategy has many facets and is often more important on a small scale than on a large scale. I would be happy to work with you on this exciting task and solve the challenges of the future together. Strategies and directions that are tangible and identifiable are a critical aspect of this.

An organization must constantly adapt to new circumstances, react to the market environment, create new units and integrate them into existing ones. In the matrix or classic hierarchical structure or in a healthy mix of agile teams that deal with topics in task forces and are interlinked with the line. These different structures and processes need to be carefully considered. A one-size-fits-it-all approach will be difficult to achieve here. Every task and every process should be well tailored and coordinated to the requirements. Depending on the business area, these models and approaches differ significantly and must, above all, fit in well with your current structure and culture. Organizational development is an ongoing process with the clear goal of getting closer and closer to your company vision with every adjustment, optimization and change.

"Where are we on the critical path?" is one of the most common questions that is often forgotten. To prevent this from happening and to ensure that a project is set up well, that there are clear content and formal objectives and a powerful project organization, it is important to design the basis well and build it up carefully. It is precisely this front-loading that ensures projects do not become a paper tiger on many PowerPoint slides, but create added value and clarity. The balance between form and content is the success factor, as is a well-developed project structure, including the project members and people involved in the project. If the project is to become larger, there is no getting around a program structure. A structure consisting of individual projects that contribute to a common goal needs to be well structured and coordinated. I don't forget the buy-in of the people involved and related areas in the environment. Good projects are successful at the start and not just when they are completed.

Be it the analysis of a business process or an activity in the workshops. In my experience, a closer look immediately reveals considerable potential, but this is often neglected and pushed into the background by the dominant day-to-day business. Success here often lies in the detail, where the elimination of duplication and unclear interfaces often provides a quick remedy. These ideas should be implemented accordingly, but in practice it is easy to get bogged down. Not too much and not too little, but just as much documentation so that it remains liveable and doesn't just fill up paper. I would be happy to take a look at your current challenges and help you not only to find improvements, but also to support their implementation. Real added value is created when employees embrace the change, implement it in their daily work and see a purpose in it. Change management and getting people on board play a central role in this.

A position cannot be filled quickly enough or you need support for a temporary manager? Prudent and clear leadership with substantive expertise will help you to manage the transition well. In doing so, I adhere to my principle: Leadership is action, not position. Keep it alive or develop it further? I am happy to share the experience I have gained in the specific area (also as a sparring partner for existing management) and work with you to develop a new image, taking into account the insights gained. Of course, this is always with the background: people make the organization what it is and not the paper with the organizational charts.

How do I formulate a specific technical/commercial clause or what should I look out for in a tender in a technical environment? How do I ensure that my suppliers deliver what they are supposed to and how do I determine whether the quality is right and the technical performance is given? What do I have to prepare for as a supplier in the industry in order to be considered a 1st tier supplier and how do I maintain this level? In my experience, tenders are always the work of many good experts who know exactly what they are doing and how to ensure that what I have on my shopping list ends up in my shopping cart. I would be happy to assist you with your tenders (as a contractor or client). Ideally, these documents are written so clearly and unambiguously that they remain in the drawer until the end in terms of content and form. Not only the accompanying documents but also the interviews, analyses and discussions that ultimately lead to the relevant documents are an essential part of this work. I am happy to support you with my extensive expertise in this matter.

"We don't need a tablet, paper and pencil have served us well for years. The networking between units and the central recording of data is a nice gimmick". The added value of digitalization, wherever it takes place, must be clearly communicated and also supported by the sponsor. Whether on a small or large scale, the possibilities are there and the technology has been there for a long time. Above all, it's about analysing, digitizing and networking what already exists and, as a by-product, examining the wasteful processes and activities at the same time and, if necessary, dropping them. In my experience, digitalization is not just a buzzword, but a permanent task to develop further and keep the business ahead of the game. The right digitalization in the right place creates significant added value, saves costs and effort and attracts motivated and well-educated people. Digitization is conceivable and feasible, from the automation of a railroad through to shared data between networked units (golden record).

From my experience, most managers know what needs to be done in their business in order to do well in it. Nevertheless, there are always one or two cross-selling approaches from other areas or other industries. Identifying new technologies and driving innovation doesn't pay off immediately, but it secures business in the long term, raises awareness in the industry and attracts applicants, new business ideas and contacts. I would be happy to support you in driving forward new technologies and innovations or getting them off the ground together. It can often take many months, even years, from the initial idea to the actual implementation and creation of real added value. However, once implemented and put into practice, it often lives on for a very long time - publicity included.

As such, I see myself as a supporter and implementer for you. I have often found that "outsiders" are needed to drive issues forward, bring them to the team or mediate between units, groups and departments. Be it in workshops or as an experienced partner on a suitable topic based on my expertise and experience. Moving organizations and people in the same direction while taking into account the needs and constraints often requires a neutral and clear view from the outside and, above all, a feel for the issues. I am happy to support you and your employees in this process. Together with you, I try to incorporate your ideas and concepts into the workforce in the best possible way and to establish a common goal and, above all, a common direction.