Cross-Industry

Conceptualizing and Introducing a Performance-Management System

Challenges

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)

Problem-Solving Approach

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

 

Performance cockpit:

  • Providing transparency
  • Developing a KPI system and preparing its realization in an IT system

Continuous improvement process:

  • Further developing the existing relevant expertise
  • Defining all relevant processes and organizational elements
  • Developing a ‘tool box’

Performance and innovation culture:

  • Running an accompanying communication
  • Diagnosing the current situation and taking actions to strengthen the performance ‘DNA’
Results

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

March 2021

‘Best Management Consultants 2021:’ T. K. HAMANN among the top 3 consultancies for sales, after sales, and CRM

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.