Organizational Consulting

A status quo assessment was carried out for the Portfolio Management department responsible for both asset management and multi-project management at TransnetBW. The strategy, processes, roles, structures, and employee competencies were analyzed and a maturity level was determined in accordance with Asset Management ISO 55000. Next, a target process model was developed, future roles with tasks, competencies and responsibilities were described, a target organizational structure was derived, a personnel concept (personnel requirements and necessary qualifications) was prepared and a secondary organization relevant for asset management was developed. The target concept was then developed on the basis of an operating model (detailed process description, creation of tools and templates, training of employees, etc.) and the implementation was supported.

Fichtner services

• Organizational development
• Role description
• Process optimization
• Staffing / competency model
• Benchmarking
• Personnel concept
• Implementation roadmap
• Implementation support
• Governance
• Secondary organization

Client

A public utility and service provider with approx. 300 employees had the goal of positioning itself organizationally for the future. For this, FMC developed a holistic process model across all stages of the value chain and conducted interviews with all managers to identify strengths/weaknesses and opportunities/risks. Benchmarking, task critique and intersubjective assessment were used to determine the future use of resources for the processes. On the basis of the processes, a sustainable target organization was derived, tasks were described and staffing levels were defined. The reorganization was accompanied by professional change management. Ultimately, fields of action, a roadmap and an implementation organization were identified.

Fichtner services

• Organizational development
• Value creation model
• Process optimization
• Staffing
• Benchmarking and task critique
• Change management
• Role models/understanding of the roles
• Fields of action
• Implementation roadmap
• Implementation support

Client

The handling and management of joint infrastructure projects in a German state capital was to be subjected to a review with regard to efficiency potentials. A large part of the complex infrastructure projects were carried out in cooperation between the four municipal companies: State capital, transport authority, urban drainage and distribution network operator.

FMC's remit was to examine and optimize the processes and organization. For this, the existing project management structures and documents as well as the tasks, interfaces, competences and responsibilities were analyzed for completeness, efficiency and effectiveness. On the one hand, a project management manual was created and adopted for the future standardized handling (process organization, understanding of the roles, interfaces, documents, etc.) of infrastructure projects. On the other hand, handling alternatives (strategy, structures and business cases) with optimization potentials/added values were identified and the implementation (roadmap) was planned and operationalized with the involvement of the most important stakeholders (mayor and aldermen as well as top management of the municipal stakeholders). Everything was carried out in close cooperation with the interdisciplinary and cross-company core team and with the continuous involvement of top management and the top municipal stakeholders.

Fichtner services

• Process and interface analysis
• Organizational development
• Role models and understanding of the roles
• Structural proposals
• Business case
• Need for action/optimization potentials
• Implementation roadmap
• Stakeholder management

Client

A medium-sized public utility with some 500 employees was faced with the challenge of achieving cost savings and increasing efficiency. For this, FMC described the current business model on the basis of a value-added and cross-divisional process model and transparently presented the current use of resources with the help of a process/resource matrix. On the basis of the current situation, the strategic orientation and future depth of added value (real net output ratio) of individual business areas was scrutinized and standard strategies were derived. Through process benchmarking and a structured process, efficiency improvement measures amounting to approx. 20% of the controllable costs were identified in collaboration with the managers. In addition, a proposal for reorganization was made and the implementation of the measures was prepared.

Fichtner services

• Efficiency improvement
• Benchmarking
• Staffing
• Reorganization
• Fields of action
• Implementation roadmap

Client

In order to increase the transparency of a large German water board, an integrated target system was to be established as a management tool. For this, FMC defined strategic goals for the board as well as for each individual department, based on an existing mission statement. Meaningful key figures with corresponding target values were then defined for the previously defined goals. Measures were developed for each strategic goal. A timetable was agreed for the implementation of the measures, responsibilities were defined and a controlling process for the implementation of the measures was established. In addition to the concept of the integrated target system, FMC developed a tool with which the development of the key figures can be regularly monitored using graphics, traffic light views, etc., and appropriate countermeasures can be derived.

Fichtner services

• Mission statement
• Strategic goals
• Value flows
• Strategic control objects
• Target system
• Key figure development
• KPI reporting
• Development of measures
• Implementation roadmap
• Implementation support

Client

For a medium-sized public utility, efficiency in the technical area was to be increased and the organization was to be developed further. FMC analyzed the structures and (core) processes of the technical area (status quo), evaluated and optimized them (target state) and developed a future value creation model (strategic orientation). In the process, an optimized organizational structure with corresponding task assignments was developed, taking into account the future strategic orientation and the current weaknesses. In addition, five selected important and interface-intensive processes (e.g., network connection process, budgeting process, etc.) were defined and optimized in detail. Implementation of the reorganization was set up and supported using an implementation organization, sub-projects and a schedule.

Fichtner services

• Organizational development
• Role model/understanding of the roles
• Value creation strategy
• Staffing
• Process analysis and process optimization
• Implementation roadmap
• Implementation support

Client