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Case Study
Establishement of medical technology at carbon and grafit manaufactur
190268
German carbon and grafit manaufactur
Development of the medical technology division by increasing brand awareness and opening up the MedTech market through the launch of specific MedTech projects as well as increasing sales on the basis of the sustainable business plan developed by the project manager.
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Case Study
Business Process Transformation at Medical Device Manufacturer
The simultaneous use of different SAP systems led to different processes and responsibilities. The task was to create a roadmap for harmonisation and migration to SAP S/4 HANA and to identify the pan points in all core processes with the aim of making business …
Case Study
Restructuring at Manufacturer of Medical Technology
A medical technology manufacturer was experiencing difficulties in the global supply chain, with the delivery of customer orders and the breach of a covenant from the loan agreement with the banks. The objective for the Atreus manager was to stabilise the earnings and cash …
Case Study
Service Excellence at a Global Healthcare Company
Service Excellence at a leading endoscope manufacturer: Optimization of the repair business aimed at reducing turnaround times and costs. Additionally, the establishment of a global customer service structure and the expansion of global marketing to sustainably improve customer satisfaction.
Case Study
Head of Customer Service at IT Service provider of a German insurance company
German insurance provider
Improved collaboration between data migration and testing by forming tandems of data migration and test managers and implementing new governance.
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Case Study | Case Study
Advisor ERP implementation at German brand manufacturer of high-quality writing instruments
An Atreus Manager is responsible, among other things, for ensuring ERP performance at the customer’s site and identifying opportunities for improvement. In addition, he is responsible for the introduction of metrics for increased transparency of the project processes.
Case Study
IT change management at industrial services provider Infraserv Gendorf
An Atreus team managed the structural and strategic enhancement of IT services at an industrial services provider without prolonged process disruption – and in harmony with the workforce.
Case Study
Optimization of the czech production site of a high-performance ceramics group
An Atreus manager is responsible, among other things, for stabilising the plant in CZ after a short-term separation from the local managing director and adapting processes and personnel to the extreme growth situation.
LEADERSHIP+
Atreus Leadership Survey 2022
Companies focus on maintaining supply chains and retaining and attracting new employees
More than two years ago, the corona pandemic took hold and initially caused a great deal of perplexity in Germany’s companies. Even though the consequences of the crisis continue to this day, it has taught managers and employees a lot and brought completely new competences to light. The majority of managers have realised that the biggest challenges in 2022 will be to maintain and secure supply chains, to build a sustainable and at the same time digital business model, and to create a corresponding corporate and innovation culture. Both are very much geared towards management personnel and their skills.
While the topic of “distance leadership” came to the front last year, the focus is now on employee retention and recruitment as well as business agility due to increasing changes in the corporate environment. This is shown by the new Leadership Study 2022, for which around 1,000 top executives, including managing directors, board members, supervisory board members and interim managers from various industries, were surveyed in January and February 2022.
NEW UNDERSTANDING OF LEADERSHIP
“The results of the study show impressively that a new understanding of leadership is taking hold in the companies. There is acceptance of the new and unknown, the urge for change is palpable. Trust, empathy and autonomy determine the new way of working together – and that’s a good thing,” says Rainer Nagel, Managing Partner and CEO of Atreus. “Those who want to compete and retain and attract high potentials need a new mindset, a profound cultural transformation.”
According to the study, the biggest leadership challenge in 2021 was maintaining the supply chain due to global delivery delays and bottlenecks. The issue of employee cohesion and managing the workforce in the home office was also very much on the minds of business leaders last year. In this context, 42 per cent of German decision-makers believe that management demands will remain the same in 2022, while 33 per cent even have better expectations for the current year.
SEVERAL DRIVERS OF CHANGE
The majority of respondents see the biggest management challenge in 2022 in keeping the right employees on board, attracting them and inspiring them for the company. As instruments to motivate employees, the study participants primarily name the establishment of a hybrid work model in combination with open communication, regular workshops and events as well as new bonus and participation systems. The adaptation or expansion of the corporate culture and the digitalisation of business models and processes are similarly challenging as employee retention and recruitment.
“Although the pandemic is currently often cited as the main reason for restructuring, it is only one change driver among many: Digitalisation, sustainability, climate change – external factors have never had so much influence on corporate development. These market dynamics dominate day-to-day business and require a high degree of willingness to adapt on the part of all employees,” says Dr Harald Linné, Managing Partner and CEO of Atreus.
ESG EFFORTS THAT CAN BE EXPANDED
The study participants agree on the greatest personal challenges in 2022. The change in leadership culture due to digitalisation and dealing with “distance leadership” remain demanding and will accompany the companies throughout the year. As positive effects and lessons learned from the crisis, however, they unanimously note that working in a home and mobile office works excellently, flexibility has been increased and the majority of employees are very open to a new work culture. Furthermore, it will become enormously important to position oneself as an attractive employer, to ensure a closer integration of top performers, to show perspectives and to integrate further training measures more strongly.
With regard to the topic of sustainability, the opinions of the respondents differ somewhat. While 43 per cent of the managers attach great importance to this topic of the future, 34 per cent see only a medium importance in the company. A full 63 percent of respondents have not yet set up an ESG programme, although those who have (37%) have defined clear and measurable goals (e.g. CO2 neutrality, lower electricity and water consumption, etc.). Only 28 percent have installed a “Head of Sustainability” so far. 72 percent, on the other hand, define ESG as an additional responsibility. According to the study participants, the reasons for not having an ESG programme are a lack of resources and basics, as well as currently different priorities. Nevertheless, the topic of “corporate climate neutrality” is present – most companies are planning net-zero emissions for the years 2030 to 2040.
Dr. Simon Mehler’s focus is on projects and programs in the fields of restructuring and turnaround, especially production, supply chain, procurement and R&D and the interim staffing of top-management positions.
His activities are primarily concentrated in the fields of automotive and electronics industry as well as in mechanical engineering and plant construction. Dr. Mehler has more than 15 years of international experience in strategy consulting and in general management positions in the industry.
Before joining Atreus Dr. Mehler was inter alia Head of Global Manufacturing Excellence at Siemens AG and Senior Manager at Strategy&.
Stephan Haimerl’s focus is on restructuring and turnaround projects, organizational reorientation, performance management, digitization, international tasks and the interim filling of top management positions.
His main focus is on mechanical and plant engineering, plastics, metal (C-parts management) and automotive sectors. Stephan Haimerl has 15 years of experience in general management, sales and marketing, as well as change and performance management. Prior to joining Atreus, he held several senior management positions with various industrial companies, including General Manager at Essentra Components (Essentra PLC).
Jessica Breuer has more than 15 years of experience in specialist and management positions in the automotive industry, trade and manufacturing companies and was also self-employed in the marketing and events sector for many years.
Her main areas of expertise are interim staffing of specialist and management positions as well as project tasks in C-level and line functions in controlling & finance, sales, business development, supply chain, production and HR.
She focuses on projects and programs in the areas of reorganization, process optimization, holistic thinking and organizational realignment, as well as change and performance management.
Dr. Christian Frank is Partner and a Member of the Executive Board. He is Head of the Solution Group Machinery & Plant Engineering.
His focus is on projects and programs in the fields of restructuring and organizational reorganization, change and performance management, M&A, post-merger integration and the interim staffing of top-management positions. In doing so, he moves primarily in the areas of mechanical engineering and plant construction, electrical engineering, automotive, services and the construction, building supplies and tool industries. Dr. Frank has more than 20 years of experience in general and change management, restructuring and sales and marketing. Before joining Atreus he held several senior management positions at leading consulting and high-tech companies, such as Managing Director at Zumtobel Group.
Service Excellence at a Global Healthcare Company
180701
Creating Global Customer Service Structures
Service Excellence at a leading endoscope manufacturer: Optimization of the repair business aimed at reducing turnaround times and costs. Additionally, the establishment of a global customer service structure and the expansion of global marketing to sustainably improve customer satisfaction.
These articles might also interest you:
Case Study
Business Process Transformation at Medical Device Manufacturer
The simultaneous use of different SAP systems led to different processes and responsibilities. The task was to create a roadmap for harmonisation and migration to SAP S/4 HANA and to identify the pan points in all core processes with the aim of making business …
Case Study
Service Excellence at a Global Healthcare Company
Service Excellence at a leading endoscope manufacturer: Optimization of the repair business aimed at reducing turnaround times and costs. Additionally, the establishment of a global customer service structure and the expansion of global marketing to sustainably improve customer satisfaction.
Case Study
Head of Customer Service at IT Service provider of a German insurance company
An Atreus Manager in the role of Head of Customer Service improves the collaboration between data migration and testing at a German insurance company. He is responsible for the timely completion of the overall integration test and the acceptance test for frontrunner and main …
I SERVE
Service
Superficial people are never really taken seriously. And excellent service has nothing to do with superficiality. A profitable service business can only be achieved through a strategic transformation process.
Atreus Achievers have the experience and expertise to take employees along on the path to an authentically lived service culture.
Case Study
Chief Transformation Officer: Optimizing the supply chain in EMS
A global EMS provider in Germany made its supply chain more efficient under the Chief Transformation Officer, reduced working capital by 25% and increased sales by 10%.
Service Offerings
Proven Experts
We are no strangers to complex challenges and our directors are right at home in the world of C-level decision-making. Atreus will quickly find the right, tried-and-tested people for your project, who will act and implement swiftly and decisively. At the same time, Atreus directors remain on-hand as sparring partners. Our network can also activate additional Achievers at short notice – from experts to CEOs.
We support you in challenges in the service area with the following services, among others:
Atreus Achiever Read Atreus News
EXPERTISE TOPICS:
Customer Statement
Robert A. Heiß
Managing Director of InfraServ Gendorf
„Atreus has successfully developed the business model of our IT services division, thus ensuring professional and process-oriented workflows. “
Robert A. Heiß
Managing Director of InfraServ Gendorf
Statements from Atreus Directors
Statement from Advisor
Contact Partner in Service
All the members of our team advise you on the interim filling of top management positions. Depending on their expertise and experience, the individual members focus on different industries.
I SERVE
Service
Superficial people are never really taken seriously. And excellent service has nothing to do with superficiality. A profitable service business can only be achieved through a strategic transformation process.
Atreus Achievers have the experience and expertise to take employees along on the path to an authentically lived service culture.
Service Offerings
Proven Experts
We are no strangers to complex challenges and our directors are right at home in the world of C-level decision-making. Atreus will quickly find the right, tried-and-tested people for your project, who will act and implement swiftly and decisively. At the same time, Atreus directors remain on-hand as sparring partners. Our network can also activate additional Achievers at short notice – from experts to CEOs.
We support you in challenges in the area of services with the following offerings, among others:
Atreus Achiever Read Atreus News
EXPERTISE TOPICS:
Customer Statements
Robert A. Heiß
Managing Director of InfraServ Gendorf
„Atreus has successfully developed the business model of our IT Services division, thus ensuring professional and process-oriented workflows.“
Robert A. Heiß
Managing Director of InfraServ Gendorf
Statement from Advisor
Klaus Stahlmann
Atreus Senior Advisor
„Finding the right movers and shakers for the respective, usually critical situation – that’s what Atreus is all about. Atreus solves challenging management tasks in phases of change, they provide competent sparring partners and impulse generators for the capital goods market, which, more than almost any other, is facing major tasks in the coming years to convert its product range to sustainability and climate neutrality.“
Klaus Stahlmann
Atreus Senior Advisor
Statements from Atreus Directors
Contact Partner in Service
All the members of our team advise you on the interim filling of top management positions. Depending on their expertise and experience, the individual members focus on different industries.