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Strategy & transformation
Strategies and transformation is what defines an organisation’s development but, for them to work, the organisation’ team has to embrace change. This is particularly true for the digital transformation. We recommend aligning organisational structures and processes in a target operating model. Smart approaches are the key to success.
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Resilience, responsiveness and the willingness to embrace change are essential in constantly changing markets. We apply our business acumen, proven methods and creativity in a collaborative framework to forge a path to the future and build the architecture for long-term success. In the strategy definition process we consider the following fundamental aspects: Customers and products, technologies and resources, as well as processes and alliances. We sharpen the corporate’s purpose, refine the USP and leverage new business models. North Star metrics and strategic guidelines we see as necessary results, yet convincing the management and organisation to support a new strategy is an important milestone.
Success is the product of a good strategy that is consistently operationalised and is leveraged by a steering and operating model. An analysis of business model requirements provides a solid basis for the definition of core elements such as steering approach, steering objects and primary steering dimensions. The same applies to end-to-end processes, governance and the interaction between central and decentral units. Accountability for relevant steering parameters, corporate culture, leadership and behaviour are also equally important to success. An integrated approach to the development of concepts and their mindful implementation in transformation processes form CTcon’s DNA.
Efficiency, effectiveness and innovation are the goals of digital transformation. Costs need to be reduced, existing business models optimised and new, digital business opportunities created. Successful transformation change methods, processes, and systems. A structured approach to data governance is key. The organisation’s digital capabilities need to be expanded and new forms of collaboration have to be developed, supported by motivating change activities. We take a cross-functional approach to ensure the success of digital transformations.
Effective restructuring can be achieved when people understand why it is necessary and what are associated opportunities. Situation assessments are supported by data- and interview-based analyses, benchmarks and best practices. Once the objectives have been established, specific programmes are set up. The common path to successful implementation includes the definition of work packages, responsibilities and time lines, taking dependencies, priorities and resource availability into account. Consistent progress monitoring (drum beating) and targeted task force deployment sustain the momentum. From start to finish we remain pragmatic and foster a “can-do” mindset.
Performance management
Effective and sustainable steering strategies are created with excellent methods, processes and tools in an integrated performance management framework. Clarity, transparency, efficiency and target-orientation make informed decision-making and agility in action possible.
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Success is impossible to achieve without clear goals, fast reactions, orientation and foresight. Integrated planning creates a roadmap for the entire organisation. Forecasts identify action requirements. Campus planning, scenarios and simulations, predictive forecasting and beyond budgeting are proven levers. Whether you are aiming for evolution or revolution, CTcon is familiar with the trends, success factors and pitfalls involved in setting up the best fitting performance management cycle.
In the future, management reporting will be fast, forward-looking, digital and information-based. Changes in markets and business environments necessitate reliable data and new KPIs. Agile performance management concepts use flexible, adaptive reports and analyses that encompass more than standard views and monthly cycles. At the same time, digital technologies offer vast potential for data-based transparency and more efficient reporting processes. Business performance figures, together with action-oriented performance reviews, deliver insights as the basis for informed decisions. Our effective reporting concept combines business acumen and management expertise with an understanding of data, processes and technology, as well as culture and change.
The best finance organisations are the most dynamic ones. They combine a high value proposition for the business with efficient structures and a motivating culture. Benchmarks confirm that innovative instruments, clear roles, lean structures, end-to-end processes and smart automation work. CTcon knows the way – from vision to actionable measures and successful implementation with positive long-term impacts.
The EU Taxonomy, the European Directive on Corporate Social Responsibility Disclosure (CSRD) and ESG are both obligations and challenges. They require sustainability to be integrated into reporting and planning. New data, processes, systems and competencies are needed. From efficient compliance to the establishment of sustainability as a corporate objective – the level of ambition sets the goal. The financial and management accounting teams need to use their sound judgement to interlink financial and non-financial management responsibilities. We work with the client to clarify requirements, define objectives and make things happen.
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Flexible, reliable and timely data is an essential component of corporate management, based on the three supporting pillars of data strategy, data governance and a data culture. A target-adequate data infrastructure and an effective data organisation improve collaborative practices beyond organisational boundaries. The use-case-compliant connecting of distributed data makes it possible to tap into the value of that data and facilitate data-driven decision-making. This particularly applies to the use of artificial and generative intelligence (AI, genAI ). They help to improve business results on the basis of facts, data and figures. Together, we can pave the way to becoming a successful data-driven company.
The right knowledge can be a deal clincher and having that knowledge early on gives the “go-getting” entrepreneur a competitive advantage. Data-driven management is based on facts, not assumptions or anecdotes. Take quick, efficient, differentiated and comprehensible decisions. Work together across functions and hierarchies. Teams benefit from shared data: single source, not silos. Focus on collective success. CTcon combines digital expertise with steering DNA.
The major benefit of modern AI tools is their ability to contextualise large amounts of data with speed and clarity. Advanced analytics concepts use this capability to identify causalities. Predictive analytics is useful for generating forecasts, while generative AI specifically taps into the distributed knowledge within an organisation. We use these methods concurrently to improve corporate governance.
Greenfield, brownfield, big bang, agile or sequential – ERP projects are challenging. The extent to which they succeed depends on how well the business and technical teams work together. Transparent requirements, clear and consistent communication between all parties involved as well as consequent project management help to prevent costly mistakes. Occasional setbacks are unavoidable. The important thing is to have reliable routines and a constructive culture in place. When developing end-to-end processes it is necessary to have consideration and respect for the organisation and its culture. We support transformations from project objective prioritisation and roadmap to go-live, qualification and change.
Change & training
Just because you have a clever concept – announced with appealing graphics in a town hall meeting – doesn’t mean you’ll manage to implement it. We activate proactive strategy implementation, empower managers and their team members, and plant change in hearts and minds.
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The questions, why?, what? and how? are the key to successful change processes. A motivating change story explaining the reason for the change and the associated opportunities (why?), the effective operationalisation of foreseeable consequences in day-to-day business (what?) and effective empowerment to implement the change (how?) makes a big difference to change being accepted, implemented and embraced. The CTcon Change Management Framework, with its proven architecture of training, communication and dialogue concepts, leverages success-critical factors that turn managers into change leaders who tap into their team members’ contextual and emotional potential.
Culture is the key to successful strategy implementation as well as to ability for performance and innovation. Managers are the people who define the DNA of a growth and performance culture. They and the high potentials learn how to lead themselves and others by deploying their personal strengths, how to increase their teams’ commitment and performance, how to drive change and innovation through networks, and how to successfully manage the company. Our Performance Culture Campus offers proven modules for customised learning journeys. These learning journeys provide relevant management and leadership skills for the digital VUCA world. We achieve visible implementation results with over 80 trainers and partners.
Contemporary learning concepts follow the 70:20:10 learning model: 70% on-the-job learning, 20% learning from interaction with colleagues and 10% learning from training. Blended learning has proven to be a useful personnel development tool. Our customised learning journeys combine face-to-face and virtual training modules with knowledge sharing sessions, case studies and business games. Curated e-learning paths encourage a flexible, independent self-learning. The learned knowledge is then translated into practical experience by way of project work, coaching and retrospectives. This process is also effectively accompanied by work hacks and workshop kits.
Many people in CxO functions face similar challenges, whether they work in finance, HR, IT, or sales. These challenges include increasingly demanding competence requirements, e.g. digitalisation and business partnering, limited career advancement prospects in flat hierarchies and the ineffective networking of internationally distributed teams. Success factors, on the other hand, include function-specific personnel development and the establishment of a CxO community with a unified understanding of roles, cross-organisational knowledge sharing and agile collaboration in a network. We support the development of function-specific academies, from the design of role-based skill profiles, curricula and learning journeys to their implementation and community development along our “CTcon human capital radar”.
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