Conceptualizing and Introducing a Performance-Management System
How to continue the efforts on improving the effectiveness and efficiency that were carried out in several cost-reduction programs with the aid of external consultants?
Conceptualization, introduction and fixing a performance-management-system incl. continuous improvement process (CIP) at a shared-services center of a specialty-chemicals group with ca. 1,800 employees in 14 service departments and approximately 400 mn EUR of total revenue (ca. 35% externally earned)
Introducing a performance-management concept highly proven in the automotive industry incl. organizing an experience exchange with other companies from the automotive and industrial-goods sectors
Continuous improvement process:
Performance and innovation culture:
Performance-management concept adapted to the client-specific needs and comprehensively documented
Client employees informed, mobilized, and introduced to the concept
Performance management extensively introduced and organizationally fixed after the successful pilot in 4 service departments within the scope of the project in 2011
On average an efficiency increase of 5.4% per year achieved and a broad range of measures successfully implemented to enhance the effectiveness and the satisfaction of internal and external customers
The 2021 ranking ‘Beste Unternehmensberater [Best Management Consultants]’ by the German business magazine brand eins and the business data portal Statista has just been published.
T. K. Hamann takes a top position in this with a shared second place in the field of ‘Sales, After Sales, CRM’. In addition, we are honored for the sector ‘Auto & Suppliers’ and the functional area ‘Strategy Development’.
We are grateful to all our clients, the entire team, and business partners who have worked with us since our founding in late 2016. Together, we will continue to consequently pursue quality leadership in our disciplines.
For this year’s ranking, 2,334 colleagues determined the best management consultancies according to their perception by industry and functional practice area. Subsequently, assessments were obtained from the clients. For this purpose, 1,100 senior executives were provided with a list of the recommended consultancies for each industry and work area clients via online survey; another 234 senior executives (Head of Strategy, Head of Business Development, etc.) from DAX, M-DAX, S-DAX and Tec-DAX companies were specifically invited to participate in the survey.