Holistic Organizational Development

When top decision makers of global companies are asked for their opinion on the basic entrepreneurial challenges in the upcoming 20 years, the answer often includes the notion of complexity in the first sentence. And not without reason. Companies still focus on their core competences, which generally leads to the reduction of value chain elements and therefore, to a massive change in the supplier structure. The value creation does not happen at a local site anymore, but in a global network. Procurement, production and distribution processes change tremendously. Product life cycles shorten and the frequency of new product introductions increases. The calls by customers for more and more individual solutions constantly create new niche markets and product varieties sprout like mushrooms.

Three similarities exist in all these developments: Variety, dynamics and interdependency, and when all three come together we talk about complexity.

Complexity does not always create benefits, such as new market share, but rather often, it creates avoidable efforts. Imprudent complexity in companies therefore has extreme consequences for products, employees and even profit. It has been shown that companies that reduce their unwanted complexity can achieve up to three to five percent EBIT increases.

The exact results of possible benefits through complexity reduction depend on the ability of the company to identify and understand individual complexity drivers, their interdependences and not least, to recognize their cost effects. Complexity management is necessary to master the interactions of the three complexity drivers. This is exactly where we have collected more than 20 years of experience.

Areas of Application
  •  Corporate strategy development Identification of strategic positioning and strategic success factors
  •  Development of strategic programs
  •  Design and definition on a normative, strategic, and operational level
  •  Integration management (M&A)
  •  Optimization of the planning and leadership process
  •  Portfolio management  

Methodical Fundamentals

  •  St. Gallen Management Model
  •  Strategy audit