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Nexia Ebner Stolz

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Corporate Fitness

How fit does a company have to be in times of intensifying competition and global markets to attain a leading position or to successfully defend it?

The ans­wer to this ques­tion shows that inter­na­tio­na­liza­tion, going green, new mar­kets and busi­ness models, and a chan­ging wor­king world are deman­ding an inc­rea­sing per­sis­tence, power, and coor­di­na­tion from all mar­ket parti­ci­pants. The con­sen­sus (espe­cially in the mid­mar­ket) is that in the future, the race will go to whoe­ver has the abi­lity to act fle­xi­bly, effi­ci­ently, and ulti­ma­tely pro­fi­ta­bly. Our “cor­po­rate fit­ness” approach offers clear advan­ta­ges here.

What we offer

Our “cor­po­rate fit­ness” approach spe­cia­li­zes in making com­pa­nies lea­ner, more fle­xi­ble, more effi­ci­ent, and ulti­ma­tely more pro­fi­ta­ble. It will give you a com­pe­ti­tive edge in your core busi­ness and will also make you suc­cess­ful in the long run. In cor­po­rate fit­ness pro­jects we help mana­ge­ment work out and smoothly imp­le­ment wha­te­ver mea­su­res are necessary. Con­c­re­tely this means that we spe­cify how pro­ces­ses and struc­tu­res can be opti­mi­zed with regard to lead times, costs, and qua­lity.

Our cli­ents have con­fir­med it again and again:

Our work and our pas­sion for cor­po­rate fit­ness pro­vi­des sig­ni­fi­cant added value. To be spe­ci­fic, our cli­ents gene­rally rea­lize pro­fits that are many times what they paid us wit­hin the space of two or three years.

How we work

Our approach enab­les our cli­ents to attain lea­ding posi­ti­ons in the mar­ket with their core busi­ness ope­ra­ti­ons. Each cor­po­rate fit­ness pro­ject fol­lows a clear and com­pre­hen­si­ble pro­cess to that end.

Ambi­tious goals

The first task is to for­mu­late ambi­tious but rea­listic goals. How can per­for­mance be impro­ved while ope­ra­ting at full capa­city? We also firmly fix the method, bud­get, and time­line for the pro­ject.

To the point

We then begin our ana­ly­sis and eva­lua­tion of the actual situa­tion accor­ding to the 80:20 prin­ciple, in order to iden­tify the main areas and levers with poten­tial for opti­mi­zing the com­pany. Some of the areas exa­mi­ned here are: orga­niza­tio­nal com­ple­xity, inter­faces, assign­ment of tasks, areas of com­pe­tence and res­pon­si­bi­li­ties, capa­bi­li­ties and error rates. We take an onsite look at pro­ces­ses, struc­tu­res, and incen­tive and mana­ge­ment sche­mes and ques­tion eve­r­y­t­hing that stands out: dup­li­cate tasks, los­ses, pro­ce­du­ral errors, struc­tu­ral redun­dan­cies, etc. It’s also important to us from the very begin­ning to work clo­sely with your experts as a team. That’s how we’re able not only to iden­tify room for poten­tial impro­ve­ments but also to keep eve­r­yone happy, mana­ge­ment and emp­loyees alike.

Imp­le­men­ta­tion

As soon as we’ve iden­ti­fied and prio­ri­ti­zed the best ways to improve your com­pany, we start pre­pa­ring the mas­ter­plan for their imp­le­men­ta­tion. The plan inclu­des a sta­te­ment of goals, all quan­ti­ta­tive tar­get figu­res, and detai­led instruc­ti­ons for imp­le­men­ta­tion in the right chro­no­lo­gi­cal order. Here once again we will make inten­sive use of emp­loyees from rele­vant parts of your orga­niza­tion. This enab­les us on the one hand to trans­fer our know­ledge to your emp­loyees and on the other to ensure that eve­r­yone’s moti­va­ted to parti­ci­pate in the chan­ges and stays enga­ged. And we’ll do all of this with effi­ci­ency, com­mit­ment, and pur­pose.

At the end of the day, you’ll see con­c­rete chan­ges, mea­su­ra­ble impro­ve­ments in lead times, costs, and qua­lity, and emp­loyees who are qua­li­fied in both method and con­tent.

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