Our team of experts at LEITWERK supported a client from the automotive industry in the successful implementation of its digitalisation strategy. Together with over 50 stakeholders, we developed a comprehensive rollout process that replaced legacy systems and introduced a new appointment scheduling system.

For a fast-growing company, we used the OKR framework to develop a clear vision that ensured alignment and commitment. Building on this, annual and quarterly targets were defined and a customised OKR cycle was introduced, taking into account the company's specific framework conditions.

Rapid growth and an expanded product range made our client's processes increasingly complex. With customised process management, our consultants identified key processes, defined responsibilities and created transparency. In addition, concrete measures were developed and the foundation for sustainable optimisation was laid.

The assignment covered the management of the product development process from product design to quality assurance. The aim was to centralise information management and establish standardised processes between the management boards. LEITWERK acted as a central information hub, regularly consolidating all relevant data and analysing dependencies and effects.

The assignment included the development of a target image for the international after sales marketing of an OEM, based on the Golden Circle approach. To this end, internal and external stakeholders from the main department were involved in interviews and a comprehensive competitive analysis was carried out.

LEITWERK set up a Programme Management Office (PMO) to develop a future-proof system network for the global retail organisation and third parties. By standardising planning, control and communication, the programme staff were able to concentrate better on implementation and roll out the system landscape globally.

The assignment includes the introduction of comprehensive lean management. Detailed requirements analyses and the early involvement of employees made it possible to identify lean potential and create a broad understanding of the principles. In addition, employees were specifically trained in lean management methods in order to lay the foundations for successful implementation.

The assignment involved setting up a multi-project management system for the migration and consolidation of 140 data centres for a global insurance group. With the support of three consultants, the migration to a centralised, cloud-based solution was successfully implemented. This led to a standardised IT infrastructure, increased cost efficiency and improved service quality.

LEITWERK supported the agile transformation of four European service centres of an insurance provider. Coaching, agile methods and activating impulses were used to anchor agile values, promote independent solutions and create the basis for outstanding customer service. The focus was always on the sustainable further development of the organisation.

LEITWERK supported the analysis phase for the creation of a service description for the public tender of a standardised project management procedure. Interviews with experts and workshops were used to develop a realistic picture of the status quo and objectives. In addition, the importance of stakeholder involvement and the relevance of change management aspects in the introduction of the PM tool were emphasised.

A department at a German university needed a uniform standard for creating concepts. As a solution, a generic template was developed that reduced the workload, created a common understanding and ensured that the concepts met high quality standards and contained all relevant information.

The assignment included the development and communication of a model process plan and instructions for dealing with storm damage events for ministries, offices and districts. The status quo was recorded in interactive workshops and an initial version of the plan was created.

In order to successfully implement an agile working model, it is crucial to develop agile coaches in a targeted manner and turn them into strong, inspiring leaders. They play a key role by supporting teams, exemplifying agile values and actively shaping change within the organisation.

A leading car manufacturer commissioned LEITWERK to optimise its product development process through a continuous improvement process (CIP). Two LEITWERK consultants worked together with the customer's 15-strong team, documented the processes and defined clear responsibilities.

The assignment includes the development of a new process model following an extensive reorganisation. The aim was to ensure compliance with ISO 9001 (quality management) and 14001 (environmental management) with regard to the company's processes. The client team of a leading manufacturer of household appliances was supported by six experienced LEITWERK consultants.

As part of the assignment, the focus was on the structured development of new ideas using the speedboat format. The consultants developed mature solution approaches that already incorporated initial customer voices and opinions. In addition, the content was presented in an appealing way so that all participants could identify with it.

As part of the assignment, two experienced consultants supported the introduction and sustainable establishment of the agile tool JIRA. Our focus was on training employees and optimising existing processes. In addition, the transformation process was supported by targeted change management.

The assignment involved the transformation from a traditional programme and project organisation to an agile product organisation. Two agile transformation coaches supported the client team in developing and implementing a concept that promoted transparency and effective collaboration.

Our client needed support to demonstrate the existing information security and build up sustainable expertise in this area. Two experienced LEITWERK consultants supported the client's seven-strong team and played a key role in achieving successful DIN ISO 27001 certification for the ISMS that had been introduced.