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CONSULTING

Project examples

Discover examples of projects that have been assigned via the Haufe Consulting platform.
Digital Transformation & IT
Change of the IT support service provider
Sector
Consumer goods & trade
Number of
consulting days
10
Role of the consultant
Project management
Number of employees
104

Project objective

Support in the change of a company’s IT support service provider: guaranteeing a smooth and flawless takeover of the existing system by the new provider.

Method

Preparation& implementation of the take-over:

•       Defining, coordinating & implementing the take-over procedure
•       Logging all take-over steps
•       Securing all documents from the formerITSP
•       Compiling recommendations for future IT providers and presenting them to the client

Most important results

After an initialisation phase, the change was implemented without complications and far ahead of schedule.

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Finance
Vision & strategy controlling
Sector
Manufacturing industry
Number of
consulting days
16
Role of the consultant
Project management
Number of employees
4000

Project objective

Development ofa vision, a strategy and main features of an implementation roadmap for the strategic controlling unit in order to support the entire company more efficiently and more effectively and to better define one’s role within the company structure.

Method

  • Development of a common understanding of the initial position
  • Design of a course of action for strategy formulation
  • Series of workshops with the in-house management team on the topics of business strategy as a basis for controlling, location, vision & strategy controlling, controlling of resources & skills, finalising of the strategy, implementation roadmap

Most important results

The controlling function was able to elaborate a mission statement and related objectives as well as establish an analysis of dependencies between the controlling strategy and ongoing projects of the company. At the same time, a communication plan was established in order to anchor relevant information on controlling activities within the company.

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Marketing & Sales
Measures to improve sales
Sector
Business Services
Number of
consulting days
5
Role of the consultant
Project management
Number of employees
65

Project objective:

  • Hold analysis discussions with salese employees (front office & back office).
  • Based on these discussions, define measures that provide a stimulus to rethink the company’s orientation — from product orientation to sales orientation.
  • Establish a clear action and implementation plan for internal implementation.

Method:

  • Analysis of the existing sales process
  • Analysis of the sales organisation and/or sales structure
  • Analysis of sales controlling
  • Review of the customer process
  • Implementation of workshops & microtrainings to support implementation

Most important results:

The involvement of employees made it possible to define so-calles ‘pain points’, and measures for customer-oriented cooperation were developed and accepted. Furthermore, the existing sales channels were structured, divided into single sales units and customers werere clustered.


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Operations
Implementation of LEAN management
Sector
Pharmaceutics & biotechnology
Number of
consulting days
37
Role of the consultant
Project management
Number of employees
1200

Project objectives

Establishment of client-specific LEAN management of a pharmaceutical logistics company

• Implement the mindset
• Apply selected tools of the LEAN toolbox

Method

  • Specific visits & workshops to identify vulnerabilities and develop solutions
  • Involve employees at all levels, guarantee an operational perspective
  • Establish the LEAN mindset via specific project implementation

Most important results

  • Large number of concluded micro-projects which make daily work significantly easier
  • Significantly improved transparency of the daily performance in all sections
  • Reasonably coordinated meeting and communications concept for coordination between all levels
  • All in all:significant increase in efficiency in the double-digit percentage range


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Strategy
Turn-around
Sector
Business Services
Number of
consulting days
30
Role of the consultant
Project management
Number of employees
10

Project objective

Turn-around of the decline in sales through the establishment of an international team of 16 which focuses on the development of new digital products. Operative design of innovationand product development processes according to LEAN and agile work practices in order to keep the time-to-market as short as possible and to optimise the expenses.

Method

  • Quantification of project expenses, benefits and risks for the current business
  • Detailed analysis of strengths and weaknesses of the organisations by means of approximately 100 interviews
  • Definition of the ideal structural solution, the associated processes, selection & training of the best candidates (external and internal)
  • Operative design of the processes guided by real business transactions, support in the establishment of the team (definition of roles, skills profiles, recruitment, selection, training)
  • Readjustment of the new working methods through two checks after implementation and hand-over of what was learned to the organisation

Important results

Transparency about the future proceedings in innovation and product development was created in all of the 15 countries involved. Both the establishment and the launch of the work of a team of 16 people took place within 15 weeks, fully accepted and supported by all countries.


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Finance
Subproject management IFRS9
Sector
Financial services
Number of
consulting days
135
Role of the consultant
Project management
Number of employees
350

Project objectives

Technical and organisational preparation of the client for the financial instrument International FinancialReporting Standard 9 (IFRS9)

Method

Development and establishment of new systems and tools:

• Definition of a new, IFRS9-compliant Chart of Accounts
• Issuing quarterly reports & annual reports
• Design and implementation of new or adapted business processes
•Implementation of training measures for technical experts
• Coordination and implementation of User Acceptance Tests

Most important results

• Initially drafted and continually adapted project plans, status reports & close-down report
• A new target architecture in accordance with the requirements
• Adapted systems and interfaces
• An organisation that is well-prepared for the IFRS9 requirements
• Training documents & test protocols


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Marketing & Sales
Strategy workshop retail 2020 FMCG
Sector
Consumer goods & trade
Number of
consulting days
4
Role of the consultant
Project management
Number of employees
650

Project objective

  • Optimising sales and revenue in the coffee capsules sector
  • Making use of the special opportunities arising from the release of the Nespresso shape for all manufacturers
  • Suitable positioning in order to compensate for the lead of competitors

Method

  • In-depth briefing to clarify the initial situation, objectives and criteria
  • Analysis of the sales structure, especially the part which has been outsourced (workshops)
  • Consultations on negotiations with trade and positioning in the markets (workshops)

Most important results

  • Reorganisation of sales in this sector
  • Better arrangement  due to an ambitious negotiation with the main trading partner
  • Optimal positioning and product placement – target-group specific, value and use-oriented with suitable advertising activities (including TV).


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Marketing & Sales
Strategy & sales optimisation
Sector
Manufacturing industry
Number of
consulting days
8
Role of the consultant
Project management
Number of employees
50

Project objectives

Development of a clear position and a sales strategy in order to counteract the current dependency on few large customers and guarantee a stable future for the company.

Method

Based on existing business areas and associated key competences, a repositioning of the company was elaborated and the majority of employees was involved in the process in order to achieve a maximum acceptancy as quickly as possible. BSC, SWOT and CANVAS were used to elaborate an operative approach for sales strategy in two new business areas; and the approach was combined with clear targets and measures.

Most important results

In order to make target tracking as transparent as possible, forecast controlling was jointly introduced, depicting targets and measures as well as business development and customer activities.This provides all persons involved with a universal tool and uniform level of information.

Most important results: weekly jour-fixe on Monday morning as platform for regular and short-term communication.


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Operations
Quality assurance in the food industry
Sector
Consumer goods & trade
Number of
consulting days
32
Role of the consultant
Project management
Number of employees
1200

Project objectives

Analysis of quality assurance including the following subtasks:

• Quality costs
• Quality organisation
• Quality strategy
• Development of corresponding solution approaches

Method

Basic cause analysis of warranty-related costs, process failure costs and cost-centrecosts:

•Organisational analysis
• Strategy review
• Development of objectives, definition of objectives and definition of the need for action
• Analysis report

Most important results

Reorganisationof quality organisation, establishment of quality controlling:

• Measurementand definition ofobjectives for company quality
• Halve quality costs, especially process failure costs


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Operations
Process optimisation
Sector
Industry & production
Number of
consulting days
78
Role of the consultant
Project management
Number of employees
700

Project objectives

Order flow optimisation and operative coaching of the executives

Method

  • Analysis of the order flow process and elaboration of an optimised desired process
  • Definition of performance figures  within the processand at process interfaces
  • Elaboration of an implementation plan in cooperation with the heads of department
  • Coaching in the area of tension between day-to-day business and process optimisation
  • Reduction of the number of meetings – organisation of structured and efficient agreement meetings
  • Elaboration of a ‘master plan’ to implement the objectives
  • Conceptualisation and implementation in a pilot section of a development matrix and a structured training programme per department

Most important results

  • Throughput time reduced by >20 %
  • Establishment of a planning cockpit
  • Establishment of a development programme for employees
  • Conceptualisation of a new remuneration concept and support in its implementation
  • Concept fora change management and CIP programme was agreed and its implementation started
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Operations
Optimisation of the procedural organisation in the production industry
Sector
Consumer goods & trade
Number of
consulting days
10
Role of the consultant
Project management
Number of employees
50

Project ojectives

Conceptualisationand implementation of a process-oriented organisation and introduction of a CIPprocess

Method

  • Analysis of the maturity level of organisation and core processes
  • Conceptualisation of an improvement programme
  • Clear communication of vision, strategy and objectives
  • Value-stream mapping of the value chain and information flow
  • Elaboration of a desired process and definition of shortages -> planning process
  • Implementation of the desired process and training of a process owner
  • CIP workshops and training of heads of department in production

Most important results

  • Clear responsibilities and transparent planning process
  • Reduction of through put time by 20 %
  • Initialisation of a structured CIP process in production
  • Clear material flow in production
  • DefinedMIN/MAX stocks, first kanban systems introduced
  • Reduction of stocks by 15 %


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Organisation
one.client.culture & New Way of Work
Sector
Business Services
Number of
consulting days
65
Role of the consultant
Project management
Number of employees
250

Project objective

Create a common internal one.client.culture, yet still maintain the individual subculture of each brand and let it have an external effect in order to enable better competitiveness, through innovative work-space design, and a strengthening of the company community.

Method

  • Scope: working out the strengths and weaknesses of the diverse corporate cultures in each brand based on individual CultureTalks and CultureWalks in each location as well as on intensive interviewing of cross-functions such as HR, IT, FI
  • Co-creation: creative workshops with employees from all brands on the focus initiatives in order to achieve a common one.client.culture by means of the dimensions workspace, team & community, creative & work, well-being & food
  • Translate: convey the gathered co-creation results and needs to the architects and nterior designers as well as to IT/technology, HR and organisational development
  • Accompany: Support and control in the implementation of measures, including the involvement of clients in order to have cross-company design in selected initiatives

Most important results

A commonframework, defined by employees of all brands and sectors, which offers theopportunity for one.culture.culture to develop in the best possible way and forexperiencing the new world of work in all facets and dimensions. A result thatevery member was able to contribute to and which takes into account the realneeds of each team.


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Marketing & Sales
Mindset customer focus
Sector
Public sector & infrastructure
Number of
consulting days
3
Role of the consultant
Project management
Number of employees
9600

Project objectives

As support organisation, the challenge is to understand the customers’ needs. The target definition prioritised the optimisation of cross-departmental cooperation and practiced customer focus for external clients. In the overall context,"customer" was also assumed to include colleagues as in-house customers.

Method

The touch points of customers on the one hand and the factors of influence of employees on the overall result on the other hand were elaborated in a"customer journey" representation. Additionally, the key levers in cross-departmental cooperation were made tangible in a "customer experience" simulation in which all participants assumed very diverse functions and roles.

Most important results

  • Creation of a common awareness of the participants for customers’ needs and expectations of the organisation as service unit.
  • Elaboration of significant factors of success (factors of hygiene, performance and enthusiasm)of organisations in cross-departmental cooperation and elaboration of specific implementation measures to translate those to the daily work routine.


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Organisation
Organisational design 2020
Sector
Consumer products & trade
Number of
consulting days
10
Role of the consultant
Project management
Number of employees
650

Project objective

Development of a new organisational structure that can be implemented until 2020. Evaluation:which areas can be covered where and how and which skills are required.

Method

  • Market-based view: Development of scenarios for business segments as well as principles and criteria for the desired structure
  • Resource-based view: Development of several options for future line-ups, assessment of the options of the desired structure and demonstration of gaps in comparison with the current structure
  • Organisational design: Determination of the desired structure, including necessary key qualification

Most important results

A fully elaborated desired structure that was designed in close cooperation with the management team, therefore it also found the necessary acceptance within theorganisation.

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Strategy
Market entry strategy
Sector
Financial Services
Number of
consulting days
50
Role of the consultant
Project management
Number of employees
200

Project objective

Definition of all necessary structural, organisational and systematic adaptations and changes for a company to enter the Austrian market.

Method

  • Scoping: Clear identification of all gaps between the standard business model, proceedings and system functionalities and the local specifications of the Austrian market for all key processes; definition of legal and regulatory framework conditions
  • Draft: Definition of the ideal business model for theAustrian market, including necessary adaptations of products or systems
  • Rollout planning: Planning roll-out, including relevant milestones, responsibilities etc.

Important results

At the end of every project milestone, a report was presented to and discussed with the Managing Board. The project provided the necessary prerequisites – from information to planning – for a successful market entry.

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HR
Learning & Development goes agile & digital
Sector
Financial services
Number of
consulting days
5
Role of the consultant
Project management
Number of employees
12.500

Project objective

Generating ideas on learning initiatives that promote Agile Leadership, that are unlike the typical 2-day seminar and that support managers in their day-to-day challenges by way of a digital tool.

Method

  • Quick2-hour Design Sprints to draft a framework
  • Testing a pilot group and improving the initiative based on user feedback

Most important results

  • Quick establishment of what is needed for the initiative’s MVP
  • Development focus on agile design and processing
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HR
New salaries management
Sector
Energy
Number of
consulting days
6
Role of the consultant
Project management
Number of employees
50

Project objective

Due to the rapid growth of the company, salary ranges for selected functions we redeveloped and defined for the first time, taking into account appropriate market salaries data and benchmarks.

Method

  • Establishment of a function logic (job families and different forms of the functions)
  • Analysis of current salary structures
  • Comparison with relevant benchmarking information
  • Presentation of a report with recommended actions to the management board

Most important results

An informative report which supports the management board in the implementation of the new salaries structure within the company.

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Marketing & Sales
Introduction of a new branch concept
Sector
Financial services
Number of
consulting days
80
Role of the consultant
Project management
Number of employees
5000

Project objectives

Support in detailed conceptualisation and roll-out of an updated sales system in branch operations.

Method

  • Detailed conceptualisation of a new sales approach
  • Planning and implementation of organisational change management
  • Planning and implementation of on-site implementation measures, involving managers and employees: trainings, simulations, coaching

Most important results

  • Branches that were identified for the corresponding phase have changed to the new sales system.
  • All relevant stakeholders confirm that the support measure significantly contributes to the success of the new sales system.


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Finance
e-accounting workflow @ non-profit
Sector
Non-profit
Number of
consulting days
4
Role of the consultant
Project management
Number of employees
5000

Project objectives

Elaboration of the cornerstones for a functional specification to tender the digital accounting workflow

Method

  • Analysis of the relevant organisational structure for an e-accounting workflow
  • Documentation of the current procedures
  • Elaboration of the desired procedures in 2 all-day workshops
  • Documentation of the requirements for the e-accounting workflow in process language

Most important results

  • Desired workflows as basis for the functional specification
  • To-do list for further project implementation
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Digital Transformation & IT
Implementation of the GDPR
Sector
Public sector & infrastructure
Number of
consulting days
3,5
Role of the consultant
Project management
Number of employees
4700

Project objective

Specific preparation of the company to implement the requirements of the EU General DataProtection Regulation (GDPR) and the adapted data protection law (DSG 2000) ontime.

Method

  • Structured survey of the use of data based on standardised survey forms
  • Analysis of the use of data, identification of outstanding issues as regards meeting the requirements of theGDPR
  • Development and prioritisation of specific recommendations of action in order to finalise the outstanding issues

Important results

  • Clear and explicit "to-do list" as a basis for the implementation of the recommendations of action
  • Transparent documentation and template documents as a basis for communication with clients, purchasers and suppliers
  • Basics for an efficient reply to data protection requests and to guarantee compliance with the requirements of theGDPR


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Operations
Digitalisation of core processes
Sector
Business Services
Number of
consulting days
30
Role of the consultant
Project management
Number of employees
600

Project objectives

Digitalisation of client-customised core processes for SME clients in one of the leading tax consulting and accounting companies. Development of a modular service portfolio, including pricing.

Method

  • Analysis ofexisting workflows in accounting, book-keeping and personnel accounting
  • Implementation of Quick Wins
  • Conceptualisation of improved desired processes with best possible utilisation of appropriate IT systems and an optimised activity flow
  • Support in the conceptualisation of the portfolio, including pricing
  • Support in the recruitment of an internal manager for managing the new product portfolio
  • Planning of the final implementation of processes and careful hand-over of the project to internal organisation

Most important results

  • A list of Quick Wins which have already been implemented and which translated into a perceptible improvement for client-customised work.
  • A final report including implementation planning which all stakeholders supported in content and rated "very good"
  • A new staff member who is responsible for internal implementation and externally for managing the new client-customised portfolio.
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Organisation
Change process
Sector
Manufacturing industry
Number of
consulting days
16
Role of the consultant
Project management
Number of employees
400

Project objectives

Support of the management in the change process, externally by means of stakeholder andt target group management and internally vis-à-vis the employees.

Method

  • Definition of a global strategy, development of communication contents, agreement of presentations
  • Regular briefings and agreements in a"jour fixe", workshops with the management
  • Development and organisation of stakeholder events and townhall meetings

Most important results

Support of the management in structuring the process and active shaping of communication vis-à-vis all important internal and external stakeholders creates a positive spirit of all those involved.

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Digital Transformation & IT
Tendering assistance HR-IT software
Sector
Public sector & infrastructure
Number of
consulting days
140
Role of the consultant
Project management
Number of employees
10000

Project objective

Assistance andconsultation regarding the content of a public IT tender according to theAustrian Federal Procurement Act for a new HR software solution including themodules of human resource administration, organisational management, timemanagement, payroll accounting, recruitment, learning and talent management.

Method

  • Elaboration ofthe eligibility and selection criteria for potential bidders in cooperationwith the HR and IT departments
  • Survey of thefunctional requirements in cooperation with the HR department
  • Survey of thenon-functional operating requirements in cooperation with the IT department
  • Definition ofthe requirements for key employees
  • Determinationof the course of action and criteria for the test versions and hearings
  • Agreement ofthe requirements with the legal advisors
  • Assessment ofthe participation documents and tenders

Most important results

Determinedeligibility and selection criteria for the participation level and minimumrequirements and acceptance criteria for the tender level. Assistance regardingthe content and assessment of the participation documents and tenders.

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