Show, don’t tell:How companies shape their transformation with us.

As part of the transformation of the sales organization, the Product and Digital divisions were restructured. The aim of the client was to make the divisions more agile, innovative and customer-oriented in order to remain competitive in a dynamically evolving market environment.

In addition to the introduction of an agile product development process for new solutions and customer segments, new forms of cross-functional collaboration were tested and introduced. This included setting up and coaching cross-functional teams, as well as introducing lean-agile processes and Objectives & Key Results (OKR) as a collaborative target management system. In addition to the units directly involved in value creation, important impetus was also provided in supporting areas such as legal, marketing and sales.

INNOVATION: The introduction of a structured, creative and collaborative innovation process has provided an important cultural impetus in addition to the development of a product pipeline.

AGILITY: In an early phase of the transformation, the basis for further growth was laid through the emergent, cross-functional development of agile decision-making and implementation processes.

Against the backdrop of increasing cost and competitive pressure, the sales director of a large public insurance company commissioned Beta Partners to develop a concept for the sustainable implementation of the strategic goal of "more customer focus in sales". This involved drawing on the company's internal expertise and piloting collaboration in a cross-functional, agile team.

Together with a team of experts on the customer side - moderated by Beta Partners and supported by current market research results - customer types and their expectations along the customer journey were identified and specific value propositions and measures for designing offers were developed. The procedure and results were documented as best practice for the sales strategy.

COLLABORATION: By working in an agile, cross-functional team, a customer-oriented sales approach was designed and piloted. New competencies were built up within the customer.

CUSTOMER ORIENTATION: The results of the work were incorporated into the development of specific product and service innovations; the procedure and developed artifacts (persona, customer journey, value propositions, etc.) serve as a blueprint for a customer-oriented sales approach.

In order to position the company for a dynamic but volatile market environment and to enable further growth in a competitive environment, the management of Mer Germany asked Beta Partners for support. The aim was to empower a young management team and optimize target agreement and decision-making processes.

By reactivating Objectives & Key Results (OKR) as a tool for agile strategy implementation, communication and decision-making on important topics were accelerated and simplified. In order to spread business development across more shoulders, employees were supported and accompanied on their way to becoming managers as part of a practical "Leadership Journey". Another measure was change management support for the roll-out of a new, integrated IT solution for all core processes.

FOCUS: An application of OKR adapted to the context and needs of the organization enables the organization to deal flexibly with the complexity and dynamics of the business, both at the process and personal level.

COLLABORATION: Through the use of OKR and accompanying team and leadership development measures, market-side and internal change impulses could be better implemented - from challenging market developments to internal challenges such as IT rollouts and organizational changes.

As a listed company, our client wants to drive forward the group's ambitious growth strategy via its digital unit. An agile and collaborative concept was to be introduced to implement the strategy in order to take account of the highly dynamic and complex nature of the project.

Under the guiding principle of "stable flexibility", Beta Partners, together with the client's Transformation Office and in close consultation with top management, selected Objectives & Key Results (OKR) as a framework for strategy implementation and introduced it step by step. With the experience gained from numerous OKR implementations in various companies and industries, we were able to develop a concept that fits the company's culture, structure and processes.

FOCUSING & COLLABORATION: A lightweight but effective target system (vision, mission, strategy, OKR) was introduced that implements the basic principles of OKR but effectively adapts to the client's organization with flexibility in the right place. It was important to find the right balance between the interests of management and operational teams and to enable the organization to quickly embrace the new competence and develop it further as required.

The management of Telekom MMS commissioned us to update an organization that had previously been strongly function- and competence-based. This was to be better networked and consistently aligned with the market along the value chain.

Following a joint analysis of the initial situation, a vision, a target image and a coherent change story were developed together with the client's management team. As part of the detailed design of the target organization, structures and core processes were revised using a reference model and a new role and management model was set up. The active involvement of the departments and people affected was an important success factor. During the design and at the beginning of the implementation phase, there was also regular sparring with the management and the management team.

MARKET ORIENTATION: The result of the collaboration was a jointly supported vision of the new organization and a process model for implementation across roles, functions and processes.

COLLABORATION: It was important to develop the target vision with the management team, in which we acted as initiators and moderators. This enabled the internal change team to work with the management team to implement the new organization independently.

The listed company was faced with the challenge of introducing or replacing several core systems simultaneously and harmonizing a fragmented IT landscape. The high complexity of the project with numerous internal and external teams meant that a common objective had to be developed and kept in focus over the long duration of the project. It was also necessary to negotiate requirements, moderate decision-making processes, establish harmonized working methods and bring together experts with digital know-how.

In terms of change management, we worked closely with the various project teams and committees, created clear working and communication structures and supported the planning and structuring of the project phases.

We moderated the analysis and change of processes and the associated reorganization.

Decision-making and solution-finding were specifically supported in order to ensure cooperative efficiency. By anticipating and moderating conflicts, we created a constructive working environment in which team collaboration was systematically promoted and the focus remained on the objectives.

DIGITALIZATION: The project has created a harmonized IT landscape and a stable digital basis. Despite challenges, the teams kept their eyes on the goal, made well-founded decisions and corrected undesirable developments in good time. An agile approach made it possible to quickly integrate new findings into solutions.

COLLABORATION: The close cooperation and open discussion of critical issues led to the successful shaping of change and strengthened cooperation and efficiency in the long term.

A company from the pharmaceutical sector is facing significant challenges in its development process. The grown structures from the start-up phase require urgent professionalization, especially in view of dynamic growth. The technical complexity is increased by high documentation requirements, which puts a strain on both resources and precision. Digitalization and automation are essential to make processes more efficient. At the same time, there is a great need to identify organizational bottlenecks and optimize core processes

The process began with an analysis phase in which bottlenecks were identified in three central value chains. The focus was then placed on quickly increasing efficiency and productivity through targeted measures in these processes. Digitalization measures and a new process design were developed, supplemented by cost-effective systems. Individual digital developments created bridges to enable both production and process data to be evaluated and used to add value.

DIGITALIZATION: The result was the transition from Excel-based processes to a modern, lean digital organization. Targeted work on bottlenecks increased added value, created focus and reduced complexity.

INNOVATION: The new setup enables the company to effectively master the demanding requirements of the pharmaceutical industry, while scalable digital solutions promote sustainable growth and innovation.

After a phase of strong, M&E-driven growth and a realignment of the company, employees and managers have lost sight of the common basis for further development. In order to anchor the new strategy in a coherent way, the purpose, mission, vision and values should be redefined and shared with the workforce.

As part of interviews and workshops and taking best practices into account, important elements of normative management were redefined together with the Executive Board on behalf of the CEO and HR, including catchy formulations for purpose, mission, vision and values. These were refined and coordinated with the help of individualized AI solutions.

COLLABORATIVE: All results were developed and refined together with the management team in a lean process within a few weeks. The practical transfer was implemented together with employees in the form of focus groups, among other things.

FOCUSED: A normative target system creates a stable anchor for the corporate strategy that employees, partners and customers can use as a guide. This makes important corporate guidelines transparent and open to discussion, while strategy and target management shape the implementation of the corporate vision.

Project managers and technical experts make business-critical decisions every day. They are in direct contact with customers and have to react quickly to challenges and changing requirements. But how do you deal with conflicting objectives, unclear priorities, a lack of information and changing responsibilities?

As part of a 12-week, practice-oriented learning journey on the topic of "Leading without formal authority", important principles, models and practices of informal leadership were developed and applied to current questions and challenges of the participants in group work in presence and virtually.

COLLABORATIVE: During the event, great importance was attached to practice-oriented group work and the development of a community of interest, which acts as a multiplier and facilitates transfer to the organization.

LEAN-AGIL: The principle of distributed leadership is an important foundation of a lean-agile organization. Demand-oriented "leadership at all levels" accelerates decision-making processes, promotes collaboration and counteracts cultural patterns such as "delegation of responsibility".