Automotive & Mobility

Optimizing the Processes Regarding the IT Landscape for a Sports-Car OEM

Challenges

Increase in efficiency and effectiveness of the processes regarding the planning, development and management of the information systems (IS) within the group

 

Definition of a clear and lean organizational structure (incl. committees)

Optimization of the management and the quality-assurance in IS projects

 

Identification of the rationalization potential of 10% (defined top-down by the board members) based on the internally bound capacity

Problem-Solving Approach

Allocating the processes to the elements of the generic IT value chain ‘plan—build—run’ and categorizing the support functions (e.g. IS controlling, IS procurement)

 

Preparing the project and compiling the project definition

 

Analyzing the as-is situation:

  • Conducting rough analyses to identify and prioritize weaknesses along the as-is processes
  • Analyzing the prioritized weaknesses in detail
  • Recording the bounded capacity (as is) in full-time equivalents (FTE) in order to determine the base line for the computation of the rationalization target in absolute numbers

Shaping the to-be organization:

  • Working out concepts and approaches in order to overcome the prioritized weaknesses and pooling them into action fields/bundles of measures
  • Defining the to-be processes
  • Deriving the organizational structure (to be)
  • Allocating capacity to the to-be organization

Preparing the implementation and developing an action plan incl. dates, responsibilities, budgets, etc.

 

Supporting the implementation:

  • Communicating on a regular basis
  • Controlling taken actions
  • Controlling effects
Results

42 top weaknesses identified; 6 action fields prioritized; 5 design concepts across processes defined

 

Processes, functions and roles brought in line with the Standard IT Infrastructure Library (ITIL)

 

To-be processes and organizational structure adjusted

 

Targeted rationalization potential identified and realized through 8 work packages over a longer time period

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.