International groups

A family business fit for the future

Fit for the automotive crisis with agile ways of working and its own process management.

Collaboration across companies is structured, and projects are handled faster and in a more targeted way. This put the company in a position to face the automotive crisis.

project management across several companies
Agile
project management across several companies
Headlights of a sports car in studio light

Overview

01 · Problem

Technical projects ran across several companies and management levels while the automotive crisis created pressure to adapt.

02 · Approach

Teams established agile ways of working and their own process management.

03 · Result

The family business was able to manage projects faster and in a more targeted way and position itself for the crisis.

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Before / after

What changed in the business.

Project workBeforeHard to manage across divisional boundariesAfterSmall teams with clear responsibilities
ProcessesBeforeDifferent in each companyAfterOwn process management
PaceBeforeCoordination across levelsAfterFaster and more focused

International groups

Coordinating technical teams and managers

Starting point

A family business with technical companies in automotive and communications technology wanted to manage projects more reliably across divisional boundaries and respond to the automotive crisis.

How does a holding company improve collaboration between technical project teams?

Over several years, work was done together with the managers on small project teams, agile ways of working, its own process management and clear responsibilities.

The guiding principle “Who does what by when?” made project work tangible. Faster and more focused processes strengthened the ability to act in a strained industry.

At a glance

Levers and services.

Services
ConsultingAccompaniment

Result

Result and assessment.

project management across several companies
Agile
project management across several companies

Collaboration across companies is structured, and projects are handled faster and in a more targeted way. This put the company in a position to face the automotive crisis.

What entrepreneurs can take from this

In a crisis, what helps is less a new tool than clear responsibility: who does what by when.

A mechanism, not a promise of results: the effect depends on your starting process.

What this means for you

Building blocks from this case.

This project gave rise to use cases that we now deploy in other companies, adapted to their processes.

Frequently asked questions

Questions about this case.

Your question is not here? In the initial conversation we take 30 minutes for your specific topic.

Several years. Agile ways of working and its own process management were introduced step by step with the managers.

Collaboration across companies is structured, and projects are handled faster and in a more targeted way. This put the company in a position to face the automotive crisis.

The principle yes, the implementation never one to one. In a crisis, what helps is less a new tool than clear responsibility: who does what by when. In the initial conversation we check which part of it has the greatest leverage for you.

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