Strategy development & introduction of new leadership model
Global automotive enterprise – International – 3 EUTAS partners – 50+ participants – 7 months
Communication for agile transformation by means of change reporting and narration
Enterprise Housing Technology – Multinational – 2 EUTAS partners – 20+ participants (Top Management and Executive Level) – Initializing Roll-OutLearn more
Digital transformation program facing rapid, unstructured growth - information and efficiency gaps
Medium size production enterprise - International - 3 EUTAS partners - 100+ participants - 16 monthsLearn more
European-wide corporate leadership development in sales and retail
Global automotive enterprise – International – 2 EUTAS partners – 100+ participants – 36 months
Further development of sales processes, adaptation of procedures & behavior mode
Global automotive (truck) OEM – International – 5 EUTAS partners – 230+ participants – 28 months
Business transformation - a new management-driven topic - how to enable the workforce?
Large size services enterprise - Multinational - 5 EUTAS partners - 200+ participants - 12 monthsLearn more
Refinement of strategy, process & organization re-design, team building
European holding for consumer goods – Italy – 2 EUTAS partners – 720 participants – 37 months
Implementation of new methodologies & tools - specialists needed
Service enterprise - several locations - 1 EUTAS partner - 80+ participants - 9 monthsLearn more
Creation of a common company culture following an M&A takeover
US group of companies – EMEA – 4 EUTAS partners – 350 participants – 39 months
Further development of a demand-centered IT consulting service
Global chemical group – DNK/F/D/I – 3 EUTAS partners – 60 participants – 16 + 20 months
Human capital development: Leadership and teamwork transformation
French group of insurance companies – EMEA – 2 EUTAS partners – 30 participants – 19 months
Design of learning architecture, management training & coaching
Global holding for consumer luxury goods – D/CH – 2 EUTAS partners – 60 participants – 5 months
Digital Transformation forces the company to become more agile without losing the ability of an efficient lean organization. New business models, new products, new processes – the goals of transformation are widespread including a fundamental change in leadership, mindset and behavior. Uncertainty about goals and direction of change on all organizational levels.
What EUTAS did:
Identifying, analyzing and showing the most important reasons, goals and the present state of transformation. Interviews with the most important stakeholders of transformation written down in a core document called “Transformation Papers”, placed and partly published in the intranet (enterprise social network) and in workshops. Finding and telling trustworthy and authentic key messages about the purpose of change.
Supporting a common understanding about transformation by means of constructive and reasonable discussions at management and stakeholder level. Learning about opportunities, threats and real state of transformation in different divisions of the company. Laying a stable base for communication, personal-, organizational- and leadership development programs supporting the agile and digital transformation.
Successful client company. Strong, overproportional growth, newly founded subsidiaries with own management - away from HQ, also in other (EU) countries. De-central structure, very little central governance, no or very few global roles. Information is shared randomly, transparency is low. Double work increases, mistakes are repeated, efficiency goes down.
What EUTAS did:
Holistic analysis of status-quo. Identification of areas for need of action. Consideration of cultural aspects. Involvement of all affected parties, across organization and countries. Development of transformation program concept. Transformation kick-off. Support, sparringspartner, coach, consulting along the transformation process, introduction of optimized processes and structural elements, launch of a global enterprise network system allowing for community-based cross-organizational collaboration, identification and qualification of new roles. Typically mid- to long-term.
Significant improvement of cross-organizational cooperation and collaboration. Stronger and better involvement of subsidiaries. Leaner and more effective cross-entity processes (such as planning processes), reduction of double structures and double work. More focus on high-priority issues while reducing the amount of parallel, de-central activities with similar content. Much higher transparency within the organization on activities, capabilities, market and customer developments.
Executive management has decided for a new topic/direction. Full agreement and commitment in the C-suite. Topic has been proven successful by previous pilots. Staff is divided: some support, some resist, the majority is hesitant/passive.
What EUTAS did:
Holistic analysis of status-quo. Development of a target-group specific enablement program consisting of training, coaching, blended learning concepts. Consideration of cultural aspects. Identification and controlling of transfer KPIs. Roll-out of enablement program across multiple locations and countries in EU.
Significantly shortened introduction and implementation time. By building internal resultants as supporting network fairly high acceptance of the new orientation. Continuous improvement by linking bottom-up with top-down activities and broad multi-directional communication. Close monitoring of progress by the executive management. Mixture of quick-wins and long-term activities.
Client company wants to introduce new methodologies, tools, etc. across the organization. Affected staff groups need external support in learning the new content. Competencies and or headcount are not (yet) available inside the client organization.
What EUTAS did:
Via the EUTAS-Connect platform the client gain access to multiple qualified and certified subject matter experts across Europe. EUTAS helped in the upfront reflection process to identify and to match exactly the type of support the client needs. For the subsequent phases EUTAS took on the role of prime contractor, then moderation/management partner and finally refrain entirely from further involvement as allocated individual experienced EUTAS providers supported directly.
Established internal trainer network and qualification programs at the client. Client’s HR development group is now enabled to further develop their staff. External support is merely needed occasionally as sparringspartner.