Competence in Transformation



Transformation is change. Change drives us forwards, from personal growth, through corporate development and towards social advancement.

Each change spurs further changes: usually, change is a series of continuous challenges composed of many small steps – sometimes change accumulates, crossing a threshold that demands radically new ways of thinking and acting.

Transformation is the process of moving from an older state into a new one. Transformation understands the reasons for change on an intimate level – these are usually a combination of market and competitive conditions, cycles of technology, and mergers and acquisitions. Transformation focuses on the complex process of change itself, affecting both central IT systems and entire organisational structures containing large numbers of employees. Transformation differs substantially from classic IT projects.



A transformation is no classic project. Transformations differ from projects and programmes in the three parameters of duration, effect and level of difficulty.

Implementing them often takes many years. These changes affect wide-ranging areas of the corporate organisation, and sometimes all areas at once. The complexity of the task demands new, more effective instruments for project planning and project management.

Transformation means opening up new technological and organisational territory, whose topographies, risks and reference points can’t be precisely planned or predicted. Each transformation is unique, requiring a customised approach in conceptualisation and in selecting methods. This, in turn, has consequences for developing strategies and goals.


The larger the project, the stronger the desire to plan everything in advance.

The more complex the project, the stronger the desire to fall back on proven methods. The more important the project, the greater the impulse to set goals early and cling to them resolutely.

These strategies – which may, in and of themselves, seem rational – are too simple for a complex transformational project, and can cause it to fail in one or more project dimensions. With growing complexity, the need for traditional and innovative approaches also grows. Developing and applying these approaches is the focus of our work.



The process of transformation, in all of its dimensions, is the focus of our work.

This includes modelling the vision, mobilising the organisation, developing and selecting instruments, and ensuring implementation. Our consulting teams will support the planning phase, then work alongside you for either the entire life cycle of the transformation or for selected sections and elements. We specialise in transformations at large companies. Meaningfully linking IT with specialist divisions, and coordinating between top management and the implementation organisation – these aspects are especially important for us.


Our core business is supporting transformations in major banks, insurance companies and industrial corporations.

These are branches where global economic, demographic and technological changes have acute effects, and in which striking out in new strategic directions is a key criterion for success. Our consultants are the specialists our clients need for this complex, volatile environment.


All of our highly specialised consultants have personally led or provided support for transformation projects.

All of our consultants are experienced, ambitious team players with an understanding of comprehensive processes and a sharp eye for details. They support transformation projects over their entire duration, or in select phases, advising our clients in the especially critical areas of setting goals and modelling objectives.


Range of objectivs

Establishing a range of objectives includes breaking down an initial vision into clearly defined goals, which define the stages of a transformation process.

Top-down planning is just as important as bottom-up analyses throughout the corporate environment to achieve a unified perspective and include all identified stakeholders right from the start.

At the beginning of a transformation project, it will not be possible to fully or exhaustively describe the range of objectives. Transformations involve striking out on new organisational and technological paths and testing undiscovered potentials.

Modelling objectives is, therefore, a process that continues in parallel over the entire duration of the project. Supported by our team, this process starts with an initial establishment of objectives by the top management. These objectives are then described in more precision and more detail through a continuous process, a process which is also reflected in strategic development.


The development of a transformation strategy reflects the process of goal planning in several important ways.

The complex development of the transformation strategy runs in parallel to the transformation project throughout its entire duration. Just like the establishment of goals, this process starts with an initial conceptualisation of corporate strategy. Our team then supports you in continuously redeveloping this strategy throughout the duration of the project.

On the one hand, developing a robust and consistent transformation strategy with customised, advanced strategic tools is crucial. On the other hand, these strategies have to be systematically adapted, iterated and enriched with alternative solutions to adjust to real-world conditions.

The complexity of the project, its long duration and taking new paths typically make it difficult to completely predict developments and trade-offs. The dynamics of transformation strategies and goal definition therefore require an especially sophisticated type of project management – transformation management.


Transformations require specialised project management using specialised tools.

Dynamics surrounding goals and strategies, a long project duration including major changes throughout the entire company at high levels of complexity, and opening up new technological and organisational territory means a transformation project requires not only traditional project management methods, but also other types of powerful instruments.

Transformations can only be mastered successfully using iterative project management of varying speeds with powerful tools and instruments that can be adjusted dynamically to changing realities.

Performance, trust and expertise in project consulting for corporate leaders and managers are the core skills of our teams. Their passion is modelling goals, strategy, and comprehensive perspectives, using these to quickly master frequent strategic decisions over the course of the project.



Performance, trust and expertise are the three pillars of our work.

Each of our consultants offers unique skills and a personal expression of the qualities of performance, trust and expertise in their consulting services.

Our consulting teams are made up of scientists, business owners, managers and consultants with ten or more years of professional experience in major banks, insurance firms and leading consulting companies. They have all supported and managed complex transformations. A passion for creating managed change connects them all.

Industry experience, comprehensive expert knowledge, leadership qualities and a commitment to persistently finding and refining individualised solutions: This combination means our consulting teams are more than the sum of their parts. They are the unique feature of our company, which we promote and maintain through our extraordinary work environment and corporate culture.


Extraordinary people for extraordinary projects in an extraordinary corporate environment, in which anything is possible and everything remains achievable.

A high level of personal responsibility, effective teams, direct communication and quick decision-making: these are the qualities we offer new experienced professionals joining us from the very first day.

The chance to gain experience in the challenges of complex changes in major companies in the financial sector, and to accept responsibilities to quickly achieve personal success: that’s what we offer graduates from the very first day.

We honour performance, success, enjoyment of your work and fulfilling our high demands with recognition, plenty of opportunities for personal growth and fair pay.


Our consultants guide our clients’ transformation projects to success with flat hierarchies, interdisciplinary teams, and a combination of partnership and leadership.

Our consultants work in flat hierarchies, supporting the client’s company no matter their level or career stage to contribute to its success. This also encourages our company to develop further, in both our corporate culture and substantive services.

Our consultants work in interdisciplinary teams of four to six, usually as part of larger project structures, with national and international clients. They typically work for clients four days on site and one day from our office, also using their office day to exchange ideas with colleagues.

Our consultants live out our goals and values, externally as well as internally. At the same time, they embody our company through partnership and leadership, and support our clients by providing sustainable impact through multi-month commitments. This allows them to stand by during complex change processes and guide transformations to successful conclusions.