• Increase cash flow for purchase price financing through cost reduction program
  • Change management
  • Restructuring
  • Put Group site “on its own feet” (release from group contracts)

Industry/ Function / Environment / Expert

  • Research and development (R&D)
  • Process development, employee management and change management (organizational and operational structure)
  • Renewable energies
  • Frederik A. König -Eng.
  • Project management completely in “reactive mode” (forward-looking planning not given)
  • Research, further and new development projects as well as maintenance of existing products within R&D not managed (“paperwork management”)
  • Project managers, recruited from specialist departments, receive little or no support (“lone wolf mentality”)
  • Business process management as an improvement idea but lack of implementation (no standard or similar)
  • Role of the newly established PMO unclear in terms of tasks, competencies and responsibilities
  • Target processes visualized and implemented
  •  Implementation of SAP module project and portfolio management “Blueprint” function for other business units
  • Quality of project support from the PMO team, z. e.g. project and capacity planning and method support, significantly improved (capacity alignment achieved)
  • High-performance team developed, e.g. training of all PMO employees in relation to Kepner-Tregoe “Clear Thinking”
  • Communication concept for (new) PMO developed and implemented
  • ISO 9001, quality management system, audit successfully passed (initial and recertification)
  • International company in the field of renewable energies
  • 10,000 employees in Germany (of which approx. 1,000 in R&D)
Dipl.-Wi.-Ing. Frederik König

Associate Partner

+49 – (0)176 31 36 23 41 koenig@fup-ag.com