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Use cases

EUTAS exemplary use cases

  • Strategy development & introduction of new leadership model

    Global automotive enterprise – International – 3 EUTAS partners – 50+ participants – 7 months

  • Change reporting & narration supporting communication during agile transformation

    Home Technology Corporation – Multinational – 2 EUTAS partners – 20+ participants (Top Management and Executive Level) – Initializing roll-out

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  • Mid-size industrial enterprise facing rapid, unstructured growth

    Global automotive supplier - International - 3 EUTAS partners - 100+ participants - 16 months

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  • 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 - roll-out of a new management-driven topic

    Large services enterprise - Multinational - 5 EUTAS partners - 200+ participants - 12 months

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  • 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 months

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  • Creation of a common company culture following a merger & acquisition

    US group of companies – EMEA – 4 EUTAS partners – 350 participants – 39 months

  • Further development of a demand-centered IT consulting service

    Global chemical group – DK/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 a learning architecture; management training & coaching

    Global holding for consumer luxury goods – D/CH – 2 EUTAS partners – 60 participants – 5 months


Digital transformation and a high pace of innovation in the market forces the company to become more agile without losing the well-established capabilities 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 change direction exist on all organizational levels.

What EUTAS did:

Identified, analyzed and described the most important reasons, goals and the present state of the transformation. Interviews with the most important stakeholders were captured in a core document called “Transformation Papers”. It was stored and partly published in the Intranet (enterprise social network). Furthermore, the content was being discussed intensively during individual workshops with various groups. Telling trustworthy and authentic key messages about the purpose and intended direction of the change became key in achieving a fundamental acceptance throughout the workforce.


Creation of a common understanding about the transformation by means of constructive and reasonable discussions at management and stakeholder levels. Staff learned about opportunities, threats and present status of the transformation in the various divisions of the company. This created the foundation for communication, organizational development as well as leadership and HR development programs supporting a sustainable agile and digital transformation.


Successful client company. Strong, over-proportional growth, newly founded subsidiaries with own management - away from HQ. Loosely coupled regional entities. De-central structure, very little central governance, no or only very few global roles. Information is shared randomly, transparency is low. Double work increases, mistakes are repeated, efficiency goes down.

What EUTAS did:

Holistic and systemic 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, sparring partner, coach, consulting along the transformation process, introduction of optimized processes and structural elements, launch of a global enterprise network IT system allowing for community-based cross-organizational collaboration, identification and qualification of new roles. Mid- to long-term program.


Significant improvement of cross-organizational information exchange 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, experiences, market and customer developments.


Executive management has decided on a new topic/direction. Full agreement and commitment among 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 enabling program consisting of training, coaching, and blended learning concepts. Consideration of cultural aspects. Identification and monitoring of transfer KPI. Program roll-out 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 direction. Continuous improvement by linking bottom-up with top-down activities while entertaining a 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 and procedures across the organization. Affected staff groups need external support in learning the new content. Competencies and headcount are not yet available inside the client organization.

What EUTAS did:

Via the EUTAS-Connect platform the client gained access to various 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 first took on the role of prime contractor, then moderation/management partner and finally refrained 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. Today, external support from EUTAS as sparring partner is merely needed on an occasional basis.