Challenge

• Client must build a comprehensive, viable business around Autonomous Driving for MaaS and TaaS
• Newly installed leadership team needed to grow together and to share one vision and strategy
• Collaboration with internal and external partners had to be improved

Solution

• Leadership team development and coaching via a series of workshops
• Workshops included strategy development, OKR definition and review support, culture development as well as team building accros critical interfaces

Result

• Defined leadership vision and strategy with clearly defined OKRs and review cycles
• Improved collaboration within the leadership team as well as with partners
• Significant steps towards the target culture based on clear measures and continuous review

Challenge

• Volume and complexity growth in the current product organization (e.g. BEV-platform development)
• Vehicle-independent development gaining importance and previous project structures are insufficient (e.g. charging, connectivity)
• The result is an increasing workload in the product lines and the need for a future-proof set-up

Solution

• Future-proof re-design of the PassCar product line in respect to technological and organizational challenges
• Framework design to handle vehicle-independent development
• Balanced responsibilities to ensure manageability of the product lines

Result

• Defined roles and responsibilities, detailed organizational structure incl. sizing, employee transfer lists, etc.
• Processes defined and adaptated
• Steering model defined including committees, financial responsibilities, etc.
• Communication and change concept

Challenge

• Transformation to e-mobility dramatically attacks core business
• Project launched to integrate two affected divisions with ~30,000 people in 15 countries
• Support mutual mindset, understanding and engagement towards big change; make people fit for the transformation of the industry
• Ensure highest learning participation in times of uncertainty and work-overload

Solution

• Integration of the capability building initiative into the Group's transformation process
• Conception, content creation and production, platform set-up, roll-out for the group’s by far largest HR initiative in history
• Creation of basic and expert learning journeys for several target groups for a global community
• Accompaniment of conception and all live sessions by top experts (industry, e-mobility)

Result

• Spirit of optimism and transformation from top management to whole organization
• Full-fledged e-mobility e-learning environment dedicated to the needs of automotive industry
• Holistic e-mobility knowledge model with offers from awareness to up- and re-skilling
• More than 12,500 active users, *40hrs of self-learning, 150 online life-events, etc. – corporate roll-out underway

Challenge

• Highly complex e-mobility component developed by a tier-1 automotive supplier for a global OEM
• Various development challenges (in HW / SW) led to a delay of >10 months, additional challenges with COVID-19 lockdown
• Different geographies and multicultural teams posing difficulties for a smooth communication
• Relatively young teams with little experience and high fluctuation

Solution

• Performed a 360° maturity assessment and set-up of a Task Force to initiate recovery
• Established methodological best-practices for SW and test management and aided SW and testing leads in daily management
• Assessed potential of predictive analytics with to shorten the validation timing
• Created a systematic release planning and refined test strategy in communication with the subproject leads

Result

• Stabilized project and secured the OEM’s critical milestones (e.g. homologation)
• Created transparency on real project situation and derived a realistic project schedule
• Reporting efforts were reduced with better structures, templates and automation
• Developed improved test evaluation approaches using data analytics with data sets of approx. 700m data points per test

Challenge

• Provide direction on how to proceed after completion of public AD pilots

Solution

• Develop future scenario of AD in PT setting, perform SWOT, develop strategic roadmap, plan out immediate action plan

Result

• Strategy and action plan signed off by C-level with tremendous support and commitment, funding for several years secured

Challenge

• Integrate acquired AD SW company in OEM R&D operations

Solution

• Perform full PMI program consisting of 11 work streams, over ~13 months

Result

• Successful integration of teams, led to substantial increase of understanding of AD operations in OEM´s senior management

Challenge

• Supplier was confronted with a changing customer landscape (OEMs) and changing value chain requirements through new technologies

Solution

• Assessment & forecasting of vehicle volumes
• Assessment of competitor landscape
• Derivation of future portfolio needs & demonstration of strategic options

Result

• Vehicle volume forecast
• Assessment grid for strategic options
• Competitor analyses along the value chain

Challenge

• OEM client required a comprehensive strategy for its luxury top-end sub-brands

Solution

• Transformation towards E-Mobility attacks client’s core business
• Project started to integrate Div. Powertrain & E-Mobility with around 30.000 people in 13 countries / 41 sites
• E-Mobility Academy started as biggest HR initiative in client’s history
• E-mobility transformation with huge social impact on workforce

Result

• Make people fit for the transformation of the whole industry by providing fundamentals on E-Mobility and a common knowledge base

Challenge

• OEM sources its battery cells from an international network of suppliers
• Maturity levels of production lines vary (from pre-launch to series production)
• OEM quality requirements are currently not met, there are incidents in the field
• Supplier as well as OEM purchasing lack product and process capabilities to ensure the quality of the "cell of tomorrow"

Solution

• Adaptation of existing and new developments of innovative Q concepts
• Transformation of current issues into sustainable, forward-looking solutions
• Initiation of lessons learned and capability building processes at OEM & suppliers
• Initial piloting, cross-supplier roll-out, active implementation support, change management

Result

• OEM Q-Standards standards and innovative Q-Concepts globally implemented by managing all cultural and change issues in parallel
• Comprehensive learning process at OEM and suppliers with strong improvement of core KPI
• New working model at the interface of OEM and supplier with joint mindset and language
• Establishment of an up-skilling and onboarding knowledge base for OEM purchasers

Challenge

• Client wants to significantly increase supply chain resilience taking a holistic view and deriving a joint strategic direction for development, sourcing, and operations

Solution

• Structured support of strategy development, including derivation of improvement levers, strategic options, strategic direction, success critical tasks and requirements for organizational development

Result

• Strategic directions towards resilient supply chains including development, sourcing and operations perspective
• Clarity on success-critical tasks and requirements for organizational development (e.g., organization, steering systems, partner management, infrastructure, HR systems)

Challenge

• R&D division had just undergone a transformation towards a system-oriented organization
• Procurement was suffering under high loads from supply chain issue handling leading to lack of capacity for strategic work

Solution

• Evaluation of a system-oriented design for procurement
• Strengthening preventive supply chain risk management
• Balancing load between operative and strategic functions

Result

• Outside-In analysis of procurement trends and organizational implications
• Organizational structure: Role and responsibilities description, organizational structure incl. sizing, employee transfer lists

Challenge

• Leading automotive OEM launches new product in a complex, time-critical setting with high risk of failure
• Supplier experiences challenges in cell and pack product maturity and quality and production process industrialization
• OEM and supplier require conceptual, technical and processual support to safeguard the SOP

Solution

• Conduct project and plant assessments to understand baseline and challenges
• Structure project combined with tangible targets, de-escalation criteria and clear responsibilities
• Create transparency and identify critical path
• Support cell, pack plant industrialization and software and systems maturity

Result

• Sample phases successfully supported with battery supply
• Product maturity stabilized through stabile requirements management and
• Significantly caught up delays in cell and pack plant establishment including successful Start of Production

Challenge

• Supplier was escalated as set quality and quantity target were not met and let to shutdowns of OEM’s plant
• Performance on the shopfloor not sufficient to ensure stable supply to OEM (Press shop ~40% OEE, assembly lines ~ 50&
• No integrated KPI reporting leading to a lack of transparency on production performance and root-causes for downtimes

Solution

• Set up of task force structure including definition of work packages, meeting structure, daily and weekly reports
• Being the neutral third party among supplier and OEM to ensure that the team is led by facts to come to fact-driven decisions
• Support of functional work streams along and across the value chain to ensure best practices are shared, evaluated and implemented

Result

• Successful de-escalation of tier-1 by the OEM due to stabilized delivery performance and quality
• Sustainable production performance improvement: Press shop from 40% -> 75% and Assembly lines from 55% -> 85%
• Part quality improved significantly PPM reduced from 450 to < 40 (Number of nOK parts sent to OEM‘s plant drastically reduced)

Challenge

• Current supplier was not capable to deliver additional required volume completely
• Tight timeline for partial resourcing and industrialization of 2nd supplier during ongoing series production
• Project experience from prior projects with similar set-up
• Extensive part number ranges due to double supplier sourcing structure

Solution

• Define and implemented project organization, meeting and escalation structure as well as risk and issue management process
• Implement multi-scenario ramp up model
• Implement stable logistics concept to assure timely deliveries from both suppliers despite Brexit turbulences during ramp up phase

Result

• Achieved relocation readiness within 3 months and smooth relocation without delivery shortages within 1 year

Challenge

• Single-source seat cover supplier not able to consistently deliver required volumes. High risk of current supplier cut-off due to financial issues/ potential insolvency
• OEM needed to fund supplier multiple times in the past to secure production
• Ramp up support required at 7 supplier sites located across 7 countries world-wide

Solution

• Conduct supplier assessment to understand baseline and challenges
• Implement hourly supply situation tracking
• Develop and KPI-track ramp-up plans

Result

• Realized supplier industrialization within 4 month instead of regular 24-month period
• Developed garment production site towards automotive standards
• Successfully completed product qualification process
• All suppliers achieved peak performance
• Accelerated ramp up plan multiple times of more than +20%x

Challenge

• OEM was confronted with price increase requests of up to 50% to secure solvency of interior and exterior body parts supplier
• Quality issues at supplier were stopping shipment of cars from OEM plant
• Changes in volume, product mix and unrealized planning assumptions caused high additional costs at supplier and created the risk of insolvency of the plant

Solution

• Assessed operations and planning at supplier
• Analyzed cost structures and integrated financial planning of supplier
• Developed and implemented operational and financial plant restructuring program and developed concept for future pricing structure
• Created joint perspective for the business until end of production and created a fair and transparent pricing

Result

• Assured long-term viability and liquidity of supplier operations while keeping additional costs at OEM at a minimum
• Safeguarded stable and in-quality supply of parts towards OEM based on an ambitious but realistic restructuring program

Challenge

• OEM to ramp-up global EV production putting also battery supplier under pressure
• Supplier produce in multiple countries with severe quality issues
• Quality requirements of OEM not met as field cases occurred which could be traced back to quality deficits in suppliers' production

Solution

• Stabilize quality situation and establish preventive quality management at supplier production sites
• Identify causes for particle contamination in production and derive counter measures
• Definition of new, innovative Q-methods, guidelines and standards

Result

• Employees successfully trained in application of newly developed Q-methods
• Comprehensive quality understanding established
• Preventive actions to improve particle contamination during production implemented

Challenge

• Transformation of the automotive industry and industry logic
• Uncertainty about future sales figures
• Need to increase efficiency at a historically grown production site with many indirect functions and employees
• Need of new business models and future job security

Solution

• Development of a target picture (10 years plus) in a tailor-made workshop design with the plant executives
• Break-down of the target picture in 8 work packages (business model, human resources, digitization, financial KPI, layout)

Result

• Future processes, personnel profiles, organizational structures, and layout
• Personnel strategy developed
• Target image for digitization clarified
• Targets developed and agreed for own costs, number of employees, EUR/vehicles, HPV
• Core/non-core business defined

Challenge

• The ramp-up organization of a German Premium OEM has so far been divided into 2 large departments with many interfaces to development, production planning and the plants
• The management intends to merge and reorganize the two departments to one global partner within the group

Solution

• Strategy development for the ramp-up organization and support of the target picture and concept phase with focus on structuring and management of the strategy process

Result

• Developed tailored target pictures for:
  1) Process Landscape
  2) Organization
  3) Interfaces & Partners
  4) Steering Model, KPIs & Committees

Challenge

• Fuzzy definition of own depth of added value for parts to be machined
• Modernization of the machinery and investment are necessary to maintain the core competence
• Employee turnover and qualification at the German location are problematic
• Acute desire of employees for clear strategic guidelines for plant extension in which location

Solution

• Evaluation of existing sites in Germany and Hungary
• Pre-selection of sites for future processing, taking into account a future-oriented set of criteria
• Estimation of the rough investment volume
• Consolidation of the results in a business case calculation

Result

• The basis for the business case comparison is a base case with a 100% additional purchase of the machining operations
• 5 scenarios were compared, based on 170 regions from 8 potential countries, evaluated by 58 criteria
• Location decision for TOP1 of the 5 scenarios by Executive Board and Supervisory Board

Challenge

• Leading automotive OEM intends to introduce innovative conveyor technology (Automated Guided Vehicles (AGV)) in body shop environment in a complex, time-critical project setting with high risk of failure
• OEM and supplier require project management support to start series production at three international production sites

Solution

• Definition of critical path and coordination of deadlines across the value chain
• Identification of roadblocks as well as development and implementation of countermeasures. Continuous monitoring and reporting of project status and risk assessment
• Conceptual test design and execution to ensure vehicle readiness and safeguard successful introduction of AGV technology

Result

• Realized successful implementation of AGV systems and seamless start of series production
• Achieved project transition from escalation status at project takeover to transparency and timely implementation of agreed initiatives through established work- and reporting processes
• Safeguarded system readiness through structured resolution of technically complexities

Challenge

• Leading automotive OEM launches new product in a complex, time-critical setting with high risk of failure
• Supplier experiences challenges in product maturity, product quality, or process & equipment industrialization
• OEM and supplier require project management support to start series production

Solution

• Structuring of project combined with tangible targets, de-escalation criteria and clear responsibilities
• Create transparency and identify critical path
• Development of countermeasures and ensuring successful implementation
• Setup of proper communication and reporting to enable management decision processes

Result

• Successful industrialization of product and seamless start of production
• Delivery in quantity, quality and time according to OEM requirements
• Achieved project transition from escalation status at project takeover to transparency and timely implementation of agreed initiatives through established work- and reporting processes

Challenge

• Driven by the crisis in Ukraine harness supply is under heavy pressure and therefore shortest possible lead time duplicate harness assembly production capacity is required with a harness supplier in Tunisia

Solution

• Review current project setup and already started activity status
• Develop critical path within a End-to-End project plan, supported by KPIs for tracking
• Conduct risk mitigation and time amplification
• Implement measure to support safe launch
• Secure HR availability and equipment supply in situation of strong capacity constraints

Result

• Project transparency adhered during the full project phase
• Equipment ramp-up stabilized in close collaboration with OEM and equipment suppliers
• Ramp-Up targets met including product quality adherence

Challenge

• Different structural body-parts casted for various OEMS at the same production site
• Launch of a high-volume program
• Insufficient production volume and quality (OEE at 30%)
• High employee turnover
• Lacking collaboration within mgmt. team
• Missing leadership and lacking culture of excellence

Solution

• Set up of task force structure including definition of work packages, meeting structure, daily and weekly reports
• Define safe lunch process
• Define, prioritize, coordinate and support all measures to ensure production targets
• Assess current organizational challenges and re-organize plant to implement a culture of excellence

Result

• Successfully lunch of the new program
• Improved OEE from 30 to 65 % for all parts
• Reorganization of key departments e.g. quality, engineering and operations to improve span of control, lower complexity, and to free up resources
• Shopfloor organization improved (daily and weekly meetings) and KPI-based visual mgmt.
• Collaboration within mgmt. team fostered (break down of silos) and fact-based decision making implemented

Challenge

• Different body-in-white parts manufactured for various customers at the same production site including significant growth in recent years
• Insufficient production output (stampings and class-a assembly)
• Insufficient production quality (geometry, surface, weld quality)
• High employee turnover and lack of training
• Little collaboration within management team
• Missing leadership and no culture of excellence

Solution

• Set up of task force structure including definition of work packages, meeting structure, daily and weekly reports
• Define, prioritize, coordinate and support all measures to ensure production targets
• Assess current organizational challenges and re-organize plant to implement a culture of excellence

Result

• Quantity and quality of produced parts improved from 60 to 85 % overall OEE
• Routines on workforce planning introduced,recruiting activities launched and open positions filled
• Shopfloor organization improved (daily and weekly meetings) and KPI-based visual management introduced
• Reorganization of and collaboration within mgmt. team strengthened and fact-based decision making fostered

Challenge

• Major tier-1 automotive supplier is awarded with the manufacturing of battery trays for a newly launched battery electric vehicle
• A greenfield plant and new assembly line is being built in the US to supply the product
• Due to major challenges and constraints throughout the program, overall timing and customer milestones are constantly at risk

Solution

• Set up of task force structure including definition of work packages, meeting structure, daily and weekly reports
• Enhancement of product maturity to meet customer requirements and to stable production process for a safe launch
• Structuring of all plan departments
• Recovering of cost to improve EBITDA

Result

• Right sized departments with clear roles and responsibilities
• Robust product design and production processes to support stable production
• Successful run at rate
• Improved EBITDA above 10%
• Successful staffing of the plant

Challenge

• Increasing number of tools due to new models
• Several tools and systems simultaneously for a new start-up
• Poor quality at the beginning of the series Non-transparent processes (Engineering, Design, Production)
• Productivity 37% below the group benchmark and thought put time 43% higher than the group benchmark

Solution

• Separation from non-core-tool shop segments and Integration of needed organizational units
• Definition of core and supporting processes
• Adjustment of the organizational structure
• Implementation of synchronized production
• Deduction of the qualification needs
• Planning and implementation of the qualification program

Result

• The principles of the synchronized autobody tool shop were trained and immediately implemented in 70 workshops with a total of 426 employees
• Management level at 100% involvement and Foreman and worker level at 68% involvement
• Tool shop is now new group benchmark für productivity and thought put time

Challenge

• During the launch process of two Carbon Fiber vehicles the material, tools, production equipment and processes are still being developed
• In the development process, it became clear that the complex changes in the supply chain have led to a material setting that did not meet the production requirements: Not a single good part was produced at the end of the supply chain

Solution

• Implemented a process of testing and re-qualifying the entire material building, and a process to optimize the manufacturing process and tools parallel to the launch process
• Developed, tested and implemented a new process for material disposition incl. the necessary supporting tools
• Defined a roadmap to qualify all serial tools from PVL to SOP

Result

• Fully qualified material building set
• The project’s timeline was met to ensure the planned production ramp up
• Developed a material with better mechanical characteristics
• Implemented process and responsibilities for a smooth launch process
• Optimized pre-production equipment to be qualified as production equipment

Challenge

• Retail network development for a premium OEM in a core market area enabling strategic transformation among its dealership to achieve future retail featuring seamless customer experience, invisible After-Sales operations and drastically reduced costs

Solution

• Design and implementation of a physical retail transformation that ensures an enhanced & emotionalized customer experience across all touchpoints and that provides strong business case for retail investors
• Definition of a target picture about future role of retail to guide the transformation of the physical retail network

Result

• Retail formats portfolio with focus on stronger emotionalization of the retail experience and seamless O2O integration
• Ideal future retail network blueprint, defined market area planning logic, and roll-out
• Buy-in of relevant stakeholders (NSC, HQ, investors, 3rd parties) ensured

Challenge

• An updated sales & marketing strategy demanded a seamless cross-channel customer experience
• Lack of E2E integration of all process users across departments
• Optimizable data-driven performance marketing and missing “always on” communication approach

Solution

• Co-development of a seamless E2E MarCom process via cross-functional workshops based on lean process methods
• Combination of MarCom and MarTech to continuously develop tools & features for process digitization

Result

• Provision of the right marketing content to the right ""persona"" at the right time
• Reduction of lead times by several months
• Pathing the way for data driven decision making and a real time experience (“always on” communication)/li>

Challenge

• Updated customer and brand strategy demanding for seamless cross-channel and cross-country CEX
• HQ level organized in silos (e.g., Web, CRM)
• Regional level with heterogeneous and market-individual operations
• Focussing of media agencies into one single provider

Solution

• Development of an innovative and agile collaboration model organized along customer journey on HQ level
• Development of a central digital marketing organization to harmonize Marketing operations across Europe

Result

• Detailed Target Operating Model (TOM) including:
• Functional model to describe responsibilities across entities
• Processes & infrastructure to detail workflows and interfaces to external providers
• Planning and execution of organizational transformation (i.e. headcounts, responsibilities)

Challenge

• Implementation of a new global Sales & Marketing strategy led to a variety of large project initiatives that changed the Sales & Marketing department significantly (e.g. sales model, centralization efforts in EU …)
• Due to these changes, an overarching transformation program and streamlining of transformation efforts was required

Solution

• Overarching transformation program with key elements such as leadership empowerment, communication concept & formats, innovative intervention formats, etc.

Result

• Transformation story “Change narrative”
• Defined change requirements
• Leading the transformation program by monitoring & streamlining transformation efforts of different project initiatives (e.g. joint communication timeline)
• Developed & rolled-out leadership empowerment program (1st and 2nd line)

Challenge

• No centralized and standardized sales & marketing organization at client
• No platform to execute the data-driven and purely customer-centric journey for the client
• Need to build-up customer interaction and transaction model for direct sales

Solution

• Set-up of strategy & future-proof operating model
• Implementation of overall steering & governance
• Build-up of sales & funnel and customer journey repository
• Increase of effectiveness and efficiency by establishing and running new MarCom processes and tech infrastructure

Result

• Strategy & objectives defined, incl. business intelligence & KPI framework
• Customer journey & data, incl. data model
• Organizational process (incl. transformation plan) and governance defined
• Change management established

Challenge

• No transparency about marketing activities in different markets connected to budgets and business/marketing goals
• Marketing planning often only done as “cost-allocation” planning
• Missing translation of Sales targets into Marketing targets
• Unclear data basis for target measuring and improvements

Solution

• Installation of one flexible, yet standardized planning framework (goals, structures, process taxonomy)
• Leverage solution as blueprint for software tool introduction
• Connect to marketing performance & finance systems for continuous marketing improvement

Result

• Results and targets driven planning rather than budgets (reverse funnel logic)
• Investment is spent where it has the greatest effect
• Insightful reporting offers actionable results and learnings

Challenge

• Disconnected experiences and non-personalized touchpoints
• Unharmonized system landscape
• Inefficient budget allocation
• Slow & time-consuming delivery processes of cross-platform backlogs
• Lack of end-to-end data strategy and KPI governance

Solution

• Design of meaningful, highly interwoven and brand consistent touchpoint experiences
• Plan and execute all backend activities necessary to delivery on the promised experiences:
  1) Architecture design
  2) Data architecture
  3)Customer Journey based portfolio management and agile delivery

Result

• Seamless customer touchpoint map as single source of truth based on quantitative KPIs and qualitative insights
• Harmonized requirement backlog for a standardized state of the art system architecture
• Efficient, agile and fast cross-platform, cross-department portfolio orchestration and execution
• Efficient budget and resource allocation

Challenge

• Strategy is aiming for omnichannel marketing, but the underlying processes are still siloed, not standardized, often manual, with less or no automatization and digitization
• This causes redundancies, high manual effort and lack of real-time collaboration
• No insight and data driven basis for omnichannel marketing which is crucial for direct sales

Solution

• Conduct a Fit-Gap analysis of the current Process and MarTech architecture
• Define the target picture of omnichannel and target-oriented marketing processes
• Implement new process across all parties
• Design a new insight-driven, target- oriented omnichannel marketing organization, based on standardized and automatized processes
• Derive a MarTech architecture

Result

• Omnichannel marketing target picture aligned with all stakeholder involved
• Fit-gap analysis of process landscape and MarTech architecture
• Future process landscape incl. functional model, roles, responsibilities and RASCI matrix
• Organizational target picture & new MarTech target picture
• Roadmap for process automatization

Challenge

• Management decisions were made based on past experiences and gut-feeling
• Outcomes of activities cannot be evaluated due to missing, fragmented and non standardized data
• Targets are ambivalent and data is not understood thoroughly

Solution

• Implementaion of one ""single source of truth"" performance data platform
• Installation of a frontend to be used by various stakeholders
• Application of various views to accommodate user groups (e.g., campaign vs. executive view)
• Integration of all relevant data sources and systems

Result

• Transparent and standardized overview of Sales & Marketing performance across brands, products and markets
• Fact-based decision making on performance KPIs with frequent iterations

Challenge

• Market is evolving towards online sales (Tesla’s “5-Click” purchase journey as well as 3rd party players) as relevant lead channel
• Potential of online sales was not yet unleashed at our client

Solution

• Definition of a customer-centric online transaction journey
• Increase of digital sales to a significant share of total sales
• Support of requirement engineering - from opening an issue to defining & designing the visual prototype

Result

• Clear customer-centric strategy deriving customer journeys as target picture
• Defined & managed product portfolio based on agile methods
• Analyzed customer behavior & lever identification to drive traffic and conversion
• Established overarching governance model to provide collaborative structures

Challenge

• The way of selling cars will shift, especially for traditional OEMs towards a digital first experience
• In order to fill the funnel for vehicle purchase, OEMs need to establish a meaningful customer dialogue for relationship building
• Current structures and ways of working / communicating are not ready for this approach

Solution

• Build a new approach to customer interaction – direct, personalized, evolving, purposeful and community-based
• Address customers & non-customers to ownership and everything in between to increase quantity and quality of leads
• Create flexible community concept that adapts to brand’s needs and phases to address different target groups

Result

• Orchestration & interconnection of brand ecosystem across 1st and 3rd party channels - adaptable to market needs
• Establishment of operating model for realizing concept (incl. roles, responsibilities, competencies, stakeholder integration)
• Calculation of costs and uplift connected to implementation of community approach with flexible implementation

Challenge

• Impending launch of the first fully battery-electric vehicles required a fundamental sales system decision between wholesale/dealer and agent system

Solution

• Evaluation of selected options as to their cost / benefit / risk profiles
• Consideration of strategic objectives as well as operational realities

Result

• Decision made and implementation on the way

Challenge

• Cost pressure and increasing digitalisation makes the traditional multi-layer sales & marketing organisation (HQs, Region, NSC) increasingly obsolete

Solution

• Design new organisational principles to optimise consolidation synergies and closeness to markets at the same time, utilizing our Virtual System Model (VSM)
• Redraft the key processes and structures
• Develop the implementation roadmap

Result

• Target structure and transformation roadmap agreed
• Implementation ongoing

Challenge

• A revised brand strategy, cost pressure and the increasing digitalisation of marketing made the traditional multi-layer marketing organisation (HQs, Region, NSC) increasingly obsolete

Solution

• Re-evaluated roles, contributions, and authorities across the globally dispersed marketing teams considering the new strategic and operational objectives
• Collaboratively developed and agreed the new Target Operating Model and the required transformation roadmap

Result

• TOM 2.0 approved
• Implementation largely completed today

Challenge

• OEM client required a comprehensive strategy for its luxury top-end sub-brands

Solution

• Definition of hypotheses on growth opportunities
• Systematic verification/falsification of hypotheses
• 360° analysis including customer study, competitor analysis and belief audits
• In-depth analysis of root causes for existing limits to exploit potential of sub-brands
• Definition of strategic directions and potential measures
• Quantification and prioritization of defined measures
• Detailed measure description and implementation support for each sub-brand (e.g., product portfolio extension, revision of portfolio to match sub-brand character, streamlining of electrified portfolio)

Result

• 360° analysis
• Review of verified/falsified growth hypotheses
• Strategic directions and recommended measures

Challenge

• Client is a OEM Captive very successful with relatively high penetration rates of its finance & leasing products in the first cycle (new cars)
• In order maximize customer & vehicle lifetime value and control a larger share of the vehicle lifecycle, client wanted to optimize 2nd and 3rd cycle management & penetration rates of its finance and service products

Solution

• Internal assessment why penetration rates are not already in the desired scale
• Assess customer & dealer requirements to enable 2nd & 3rd cycle concept
• Identify best practices & action items to achieve targets

Result

• 2nd and 3rd cycle concept & toolkit to enable the individual markets to maximize CLV & VLV
• Tangible manual focusing on the top action areas including best practices

Challenge

• The client´s top management perceived its hydrogen core technology getting under pressure from the emerging shift toward BEV
• For marketing purposes and in order to demonstrate the everyday usability of hydrogen-powered FCEV, the client decided to launch a full-scale FCEV car sharing in Munich – starting on a white sheet of paper

Solution

• Development of the service offering, definition of the key features, pricing, operating model
• Selection of the vehicle provider and model, selection of the service provider
• Integration of backend, app development app, integration with base vehicle
• Definition of marketing and comm concept, beta testing and launch preparation

Result

• Go live from strategy definition to beta launch 10 months, to go live 13 months
• Successful creation of awareness, smooth operational launch of largest FCEV car sharing in the world
• Highly accurate prediction of customer demand and operational effectiveness

Challenge

• Changing customer needs and behaviours required a review of the financial services strategy

Solution

• Rigorously challenged the FS strategy for gaps and risks
• Considered new mobility solutions based on Vaas in addition to the traditional core business
• Agreed revised strategy in close collaboration with the client’s leadership team

Result

• New strategy approved
• Implementation ongoing

Challenge

• Develop set of scalable VaaS business models for autonomous ride hailing and pooling

Solution

• Conduct interviews with city and PTO representatives across large European cities, identify viable offerings and needed capabilities

Result

• Clarity about generic options and their market potential; years after project completion, strategy is being put into action without any loss of relevance

Challenge

• Develop mobility concept to enhance public visibility and delive proof of operational viability of H2-powered vehicles

Solution

• Develop service concept, design ODD, pricing scheme and business case, select IT vendor, acquire vehicles, supervise retrofitting, support political stakeholder management

Result

• Car sharing successfully pilotet 10 months after project start, launch after 12 months; business case assumptions met with 85% accuracy

Challenge

• Close gap of leading vehicle brand to vehicle-on-demand offerings of competitors

Solution

• Develop car sharing service concept, support stakeholder management and argumentation, draft business plan

Result

• Strategy succesfully developed and signed off (incl. Budget) in less than 4 months

Challenge

• Assess market potential and likelihood of success of pan-European expansion of Vehicle-on-demand service provider

Solution

• Detailed modeling of ~30 European cities on car sharing and subscription market potential, assessment of local competition and willingness to pay

Result

• Market entry executed soon after completion of study, assessment results largely validated

Challenge

• Previous strategy had already been a few years old
• Competitive environment had significantly changed and required updates/ reflection in the new strateg
• OEM had already updated its own strategy

Solution

• Analysis of external trends with high impact on future business
• Top-down Vision & Mission development
• Analysis of relevant business models in 2030
• Definition of 5 strat. dimensions & objectives
• Development of implementation plan via OKR logic

Result

• New global 2030 Strategy (incl. vision & mission statement) based on 5 strategic dimensions for 40+ markets to optimize Customer & Vehicle Lifetime Value via a strong focus on Vehicle-as-a-Service offers in close collaboration with the brands
• Introduction of OKR methodology as new steering logic for the Captive & implementation preparation

Challenge

• Client had built a dedicated greenfield leasing unit to become a leading leasing & VaaS provider in Germany
• In order to efficiently & effectively drive innovation, a new process needed to be set up
• Innovation process needed to be tested real-time by introducing Wallbox-as-a-Service concept

Solution

• Train the client teams via masterclasses on innovation
• Derive a tailor-made innovation process for the organisation
• Apply process in a real service offering in an MVP approach with the focus on selling to customers after 10 weeks

Result

• Introduced & implemented an innovation process based on double diamond model
• Training classes for the line function that can replicate this process for new innovations going forward
• Managed the implementation of a Wallbox-as-a-Service via a partner including end customer facing offering within 10 weeks

Challenge

• Mobile apps are becoming a crucial part of everyday lives – OEM Apps need to be relevant
• A variety of new internal requirements and external trends required an update for the App strategy and a new north star
• OEM apps have similar functions and appear exchangeable to the customer

Solution

• Set a common strategic framework to evolve user centric features, services and content simultaneously
• Increase customer retention rate by enabling key ambitions
• Widen the distance to competitors by defining differentiators to create unique selling points

Result

• Definition of aligned target picture for the upcoming years
• Alignment and definition of premises and differentiators, and proposal of focus topics
• Selected in-car functions are only accessible via the app as well as other customer benefits to ensure high attractivity of the app

Challenge

• Metaverse becoming an ever increasing trend in the automotive industry
• Metaverse activities mushroom across the complete value chain, making coordination and alignment challenging and lead to inability to create critical momentum
• At the same time, Metaverse is only one example for systemic innovations spanning across org units – large organizations like BMW struggle to manage those effectively

Solution

• Creating a holistic perspective on the metaverse technology, architecture, applications and business models
• Implications for effective management of Metaverse and other cross-functional innovations on the work model and alignment needs

Result

• Thorough, deep-dive report on Metaverse applications, technology, business models in the virtual world (NFT), and respective players
• Assessment of BMW`s options to proceed w.r.t. organizational readiness and
• Next steps towards implementation and adjustment to organizational structured started

Challenge

• Strongly growing SW unit of premium car maker undergoing a substantial restructuring of its product and service portfolio
• Apart from one delivery unit, most the devops staff has been located in the German headquarters
• For further growth, the inception of an additional foreign (near/offshore) location has been required

Solution

• Definition of selection and prioritization criteria (commercial, technical, cultural)
• Successive creation of long and short list of options on city basis, across 20 different countries
• In-depth analysis of preferred cities (cost of living, transit system, expat community,…)

Result

• Clear, analytically derived recommendation for top management
• Decision made and defended against politically motivated counter-argumentation due to high analytical standard and sound data base

Challenge

• Physical experiences and human interfaces will remain a key factor for luxury car brands
• Nevertheless, customers and prospects expect increasingly that they can interact ‘digitally’ with their brand

Solution

• Identified key touch points where digitalisation can create value for customers and the brand
• Designed differentiating user stories that uniquely combine digital and human elements

Result

• Planned, built and piloted (with partners) the technical platforms

Challenge

• The strategy process required a sound quantitative decision base in terms of revenue and profit pools in the future
• Lacking alignment on future development of the market

Solution

• Setting up a market model with respective parameters, scenarios etc.
• Joint gathering of data as input to the model
• Workshops to align on methodology, variables and scenarios
• Interpretation of results as part of strategy process

Result

• Market size and development for the Software market
• Clear and aligned decision base/input for the strategy definition

Challenge

• Recently set new strategy with significant shift in offering (from service to product) did not materialize
• Overall, strategy was to be updated and validated
• Root causes for failing strategy needed to be evaluated and mitigated

Solution

• Joint workstreams to analyse the external environment and internal conditions
• Milestone workshops to align on need for action and potential strategic options
• Mitigation actions for mitigating organizational challenges

Result

• New strategy defined
• Delineation of product and service organization
• Revied footprint strategy
• Clear implementation planning

Challenge

• New electric vehicle platform required a (connected) service portfolio
• Current organization was not fit for modern software development
• Lacking translation of requirements into implementation

Solution

• Joint definition of use cases along E2E user journeys with respective service offering
• Building a tool to derive SW requirements from user journeys and translate them into actionable items for respective SW systems
• Re-organization of the SW delivery

Result

• Full description of (connected) services portfolio
• Implemented methodology to derive and translate requirements to product owners
• New agile SW development organization (SAFe) introduced, incl. role description, processes, etc.

Challenge

• Highly uncertain market development for the operating system market
• Question, whether a repositioning is necessary or provides an opportunity

Solution

• External validation through expert and customer interviews
• Joint analyses workstream (e.g. competitors, market trends, product offering)
• Milestone workshops to align on results

Result

• Set of (externally validated) shared beliefs, serving as decision base for the strategy in an uncertain environment
• Derived options for a refined/complemented product portfolio

Challenge

• Investor had an interest in buying a company providing testing tools to the market
• Due to high heterogeneity in the tooling market, there was high uncertainty about the future positioning of the target
• Therefore, a sound Commercial Due Diligence was necessary

Solution

• Segmentation of the market and assessment of size and development
• Analysis of the competitive landscape within the segment
• Evaluation of the current and potential future position in the value chain
• Customer and expert interviews to validate results
• Analysis of the business plan

Result

• Commercial Due Diligence report as sound decision base for the acquisition decision

Challenge

• Significant upgrade of internal funding needed to safeguard delivery of fully integrated AD Pooling business model in 2025
• Scattered budgeting processes and decision committees making “full picture perspective” close to impossible for senior management
• Increasing scepticism concerning whether invest makes strategically sense

Solution

• Developing a set of relevant investment hypotheses for incumbent
• Validating hypotheses via interviews, market / business case modeling
• Developing a compelling pitchdeck aligning all relevant arguments

Result

• Funding for full feature set of passenger functions secured until 2024
• Split of responsibilities and working mode between various involved parties and departments defined and aligned with budgeting split

Challenge

• OEM with urgent need to provide an answer to the growing trend for shared mobility services (2016/2017)
• Carve-out of new mobility unit decided upon and implemented in short period of time, C-level team hired
• Detailed service portfolio, go-to-market, team setup and to be clarified “as we walk”

Solution

• Developed a product vision, product portfolio definition and features set
• Detailed out operational requirements for pooling service (stops, route planning,..)
• Supported acquisition of interim tech solution
• Developed initial draft for European rollout (city by city)

Result

• Implementation / go live of fully functioning pooling business model after 8 months of company foundation
• Launched development of pooling SPV, as derivative of existing model
• Established operations unit and operating model, incl. driver/shift planning approach
• Secured funding of operations for 3 years

Challenge

• Newly founded mobility unit asked to implement prioritized mobility business model from scratch and deliver proof of viability in short period of time

Solution

• Berylls team to bootstrap company building. Support hiring of senior leadership, definition and implementation of business model, go-to-market, approach and selection of cooperation partners, stakeholder alignment with local stakeholders, definition of scaling approach.

Result

• Setup of viable organization in less than 10 months. Go-live of initial service offering within 11 months, initiation of new vehicle concept launch, acquisition of senior tech team to bootstrap tech stack building. Safeguarding of funding for 3 years.

Challenge

• Large international OEM under pressure to respond to strongly emerging new mobility concepts and competitor cooperations with tech companies

Solution

• Develop strategic target picture, support business unit head in stakeholder management; built org structure, work model of newly set up mobility unit; hire leadership team and draft business plan

Result

• Carveout decided within 4 months and completed 9 months after project start; full commitment of OEM C-level secured, new unit incl. C-level staff operational 11 months after project start

Challenge

• Large OEM looking for orientation within highly dynamic shared mobility ecosystem

Solution

• Develop fact-based, quantitative assessment of various shared mobility segments and fit to OEM's overall strategy and priorities

Result

• Full alignment on new target picture on C-level; commitment to portfolio consolidation and merging of operations

Challenge

• Validate strategic roadmap of OEM´s mobility services portfolio

Solution

• Assess business case viability based on industry benchmarks, develop strategically aligned counter proposal

Result

• Review completed in 4 weeks, largel contradicting already signed-off proceeding; report casting serious doubts, several in-depth discussions with client´s CEO and BU heads

Challenge

• Streamline mobility service portfolio and focus efforts on most promising intiatives

Solution

• Review existing portfolio with respect to scalability, market potential and internal capabilities

Result

• Recommendation to strictly focus on selected portfolio elements, provision of hints towards portfolio white spots

Challenge

• Develop innovative mobility-on-demand service suited for premium vehicle manufacturers

Solution

• Design service features, develop operational model; develop extensively detailed market model for Germany based on assessment on specific routes, simlation of operational model, service hub activities

Result

• Sign-off of model and go-to-market strategy; resulted in immediate launch of small-scale pilot operations

Challenge

• Validate market potential of planned go-to-market in mocromobility

Solution

• Detailed modeling of European micromobility market on a city-by-city basis; Detailed analysis of profitability levels along the value chain as basis for modeling specific business models

Result

• Results validated against contradicting results of competitor studies; proposals to adjust go-to-market and value added services fully implemented

Challenge

• Assess viability and price point of ride hailing M&A

Solution

• Detailed assessment of strongly growing ride hailing market in selected European countries; detailed assessment of business plan and market positioning

Result

• Critical overall assessment result led to thorough review of acquisition; report servig as guidance for startup`s advisory board

Challenge

• Support strategy realignment and multi-year funding of AD MaaS initiative of volume OEM

Solution

• Perform critical assessment of OEM´s past performance and strategic risks ahead; performed scenario analysis and derived real option-based analysis of further funding and revenue potential

Result

• AD ridehailing strategy reinforced by OEM´s senior leadership; funding secured for several years

Challenge

• Mobility solutions provider requested to detail its modular architecture strategy for implementation

Solution

• Analysis of current capabilities based on workshop & interviews
• Competitor analysis of status of modular architecture
• Review of best practices for selected functional capabilities

Result

• Target picture and operating model design incl. role definitions, development process, new functions, management system, KPI set, module management areas and appropriate data formats & tools
• Roadmap design based on weak point identification with required initiatives and milestones to address weak points

Challenge

• Client aimed to identify new mobility business opportunities by meeting the expectations and mobility needs of digital natives

Solution

• Customer and trend analysis to define archetypes of digital natives and their behavior
• Mobility requirement and need analysis to derive future user journeys for the digital native archetypes
• New mobility value chain definition
• New business opportunity and viable business model derivation, incl. business scope and value proposition

Result

• Digital native archetypes incl. corresponding behavior patterns and mobility requirements
• Future mobility user journeys
• New mobility value chains
• Identified business opportunities and viable business models incl. business scope and value proposition

Challenge

• Target company realized enormous inorganic growth activities and was looking for new investment partner
• Company was missing clear approach for business model implementation, network synergies and internationalization strategy

Solution

• Evaluation of the circular business model
• “1 stop shop for reused parts” (reuse, remanufacture, recycle)
• Analysis of market development and regulation characteristics
• Assessment of cooperation models to secure supply of used parts

Result

• Outside-in analysis of circular business model trends and market development
• Inside-out assessment of network synergies and go-to-market approach

Challenge

• Retailer had invested in a new used car center and is looking for levers to maximise the investment return

Solution

• Developed a full range of options to expand and leverage the existing business unit – including licensing, franchising, partnering and organic growth
• Objectively appraised the options as to their cost / benefit / risk profiles

Result

• New used car expansion strategy approved
• Implementation ongoing

Challenge

• Client is a OEM Captive very successful with relatively high penetration rates of its finance & leasing products in the first cycle (new cars)
• In order maximize customer & vehicle lifetime value and control a larger share of the vehicle lifecycle, client wanted to optimize 2nd and 3rd cycle management & penetration rates of its finance and service products

Solution

• Internal assessment why penetration rates are not already in the desired scale
• Assess customer & dealer requirements to enable 2nd & 3rd cycle concept
• Identify best practices & action items to achieve targets

Result

• 2nd and 3rd cycle concept & toolkit to enable the individual markets to maximize CLV & VLV
• Tangible manual focusing on the top action areas including best practices

Challenge

• Retail network development for a premium OEM in a core market area enabling strategic transformation among its dealership to achieve future retail featuring seamless customer experience, invisible After-Sales operations and drastically reduced costs

Solution

• Design and implementation of a physical retail transformation that ensures an enhanced & emotionalized customer experience across all touchpoints and that provides strong business case for retail investors
• Definition of a target picture about future role of retail to guide the transformation of the physical retail network

Result

• Retail formats portfolio with focus on stronger emotionalization of the retail experience and seamless O2O integration
• Ideal future retail network blueprint, defined market area planning logic, and roll-out
• Buy-in of relevant stakeholders (NSC, HQ, investors, 3rd parties) ensured

Challenge

• Investments which had been made in the past and during the COVID-19 crisis led to a financial crisis which was to be remediated by involving new investors
• At the same time the operating business was stable and first steps into the promising field of recycling had been made
• The CEO needed to develop a strategic target picture for discussions with potential future investors and further stakeholder groups

Solution

• Interviews of major stakeholders and development of all relevant target picture dimensions
• Outside-in impulses for new thinking and acting based on Berylls expertise in the mobility industry – including battery production and recycling
• Workshop-based developement of a top-down target picture together with the management team

Result

• Clear view on future customers, product portfolio, business models and footprint for client responsibles
• Synergies with other business divisions identified and concrete next steps agreed

Challenge

• Target company realized enormous inorganic growth activities and was looking for new investment partner
• Company was missing clear approach for business model implementation, network synergies and internationalization strategy

Solution

• Evaluation of the circular business model
• “1 stop shop for reused parts” (reuse, remanufacture, recycle)
• Analysis of market development and regulation characteristics
• Assessment of cooperation models to secure supply of used parts

Result

• Outside-in analysis of circular business model trends and market development
• Inside-out assessment of network synergies and go-to-market approach