Your CEO Asia-Pacific in Singapore has resigned and you do not have a successor  immediately at your disposition  

You need a bridge builder for your newly acquired subsidiary in Italy at short notice.

Or you are looking for an experienecd leader  for the upcoming integration of the Chinese acquisition.  

Whatever the challenge is:  we fill the missing management capacities with short-term availability , a flexible time frame and commitment. 

We take over full P/L responsibility  

Our clients usually combine the mandate with the pressing need to lead critical change projects.  Our experience in managing people in crisis situations qualifies us as initiators, integrators and mentors as well as assertive leaders. 

With our partner team based in both Asia and Europe, we are well positioned to deliver projects despite travel constraints. 

In Asia we cover the functions of General Management, Sales  and QM.

In Europe we take over the functions of Gneeral Management and Sales. 

Change projects differ in intensity, urgency, the need for short-term measures and the impact on stakeholders. 

What they have in common is the goal of strengthening or restoring the organisation's performance under difficult conditions, lack of motivation  and resource bottlenecks. 

Very often change starts with a new organisation ,communicated with a big bang but without due consideration of critical processes and communication lines. 

We take a different approach. Our starting point for the redesign of the organisation is the definition of the performance scope of the unit concerned. Based on this we build a clear architecture of value-adding processes, which in turn lay the foundation for  organisational changes. 

Processes with clear interfaces simplify the allocation of roles and responsibilities. We have the experience to foster potential and self-motivation of employees and to promote change from within despite adverse circumstances. 

A roadmap ensures that short-term measures are part of a well thought-out approach.

Setting up new supply chains in Asia for a new line of business is a challenge even in normal times and even for companies with their own local infrastructure.  

Travel restrictions seriously hamper not only strategic purchasing but also the implementation of certification processes, manufacturing support of suppliers and quality acceptance.    

The ongoing decoupling in China further adds to complexity and leads to a redeployment of entire supply chains. Some product groups are becoming even more localised, while others are being relocated. As a result, existing supply chains are being torn apart, new suppliers have to be audited and certified and existing ones prepared for new products. 

Our German partner in China has been dealing with these issues for 20 years in Asia and covers the complete service scope in SCM with its team: OQC and product acceptance, development and optimisation of supply structures, selection and FA of suppliers, definition of product requirements as well as controlling and compliance.  

Quality management is only as good as the organisation in which it is embedded. Reorganisation and process improvements are therefore often indispensable companions to the optimisation of quality management. 

Compliance, product liability and quality cannot be controlled from Europe. But what if the local organisation in China is still being set up and does not have the resources and experience?  Or, what if the pandemic has created vacant management positions that jeopardise compliance and quality standards ?  

With our German partner in China, we integrate QM into reorganisation projects, optimise the relevant processes and conduct audits in your plant as well as at your suppliers. 

Our German partner also carries out on behalf of the buyers in Europe the acceptance of goods before delivery and also takes over interim management of production and QM. 

The new owner from China demands the integration of its subsidiaries in China under German management.  

The new acquisition in Italy is to be integrated into a BU of the German holding.  

Integration is one of the most complex projects with a high risk potential. Its in this type of projects where national and corporate cultures clash directly.  To such clashes belong different ideas about the use of funds . They , and  not different goal are often the subject of conflict. 

In most cases, the stakeholders only become aware of the challenges after the takeover. 

Many risks can be avoided through preventive measures in the pre-merger phase. These include not only an analysis of the company organisation and the stakeholders, but also the early identification of the key players and scenarios about the optimal composition of  merging units. 

We have had good experience with bottom-up approaches. Joint projects and challenges at the operational level are most effective in bringing together what belongs together.  

Having gained the trust of stakeholders and employees, we often lead the merged units as Interim Manager through the critical period and work in the new longterm Management. 

All beginnings are difficult. This applies to the first project as well as to the entry into new markets and customer groups. 

In a fast churning world, time to growth should not be wasted. But small companies often do not have the resources including liquidity required for expansion.  Maybe the first large project blocks  all resources.  Or frounders dont  want to invest in stronger sales, because everything seems to go smooth or because  nonone understands the new invention as good as they do. 

As a board member or as GM, we provide missing experience . Experience from which Italian firms  that want to gain a foothold in Germany benefit just as much as others that want to conquer new markets in Asia.