Talk is cheap

Facts and reasonable results are the things that really matter. In our references you’ll find a selection of projects that we have implemented successfully.

Even if your sector should not be listed here, please do not hesitate to contact us. If you have any questions concerning the development of your company or institution, it is always worth it to seek talks with KICK. We are looking forward to hearing from you!

Plant manufacturing

Conception and implementation of a qualification program, which aimed at qualifying and certifying project managers for their tasks in the company. The program is run for the different project types respectively (development, customer and internal projects.

This was our approach:

  • Consulting and partial implementation in the concept phase  
  • Integration of the program into the running business processes  
  • Compilation of training documents (i.e. trainer guidelines, documents for participants)  
  • Implementation of the training courses
  • Evaluation of the training and optimization loop

Result

  • The scope of the program is international: Concept, trainer, locations.
  • The PM knowledge domains are covered by the international ANSI standard of the Project Management Institute (PMI)®: “A Guide to the Project Management Body of Knowledge”(PMBOK® Guide).
  • The different standard project categories and project types in the company are being addressed with different qualification programs.
  • Company specific knowledge (process instructions, regulations) is covered.
  • Certification is scheduled:Project Management Professional (PMP)®.
  • Integration into human resource instruments is possible.

Automobile industry

Support in strategy development and accompanying change management in implementation.

This was our approach:

In the beginning we went through an exploration phase with 50 interviews on all hierarchy levels. The results from this were used to develop a process architecture, which included regular strategy workshops with the management team and several cascade workshops with executives of all levels. In this way all 400 executives of the site were involved and activated.

Result
This process created a common target orientation within the plant, improved the horizontal collaboration between the departments, and fundamentally increased the openness towards changes.

Automobile industry

Facilitation of the development of a department strategy and support in the subsequent re-organization.

This was our approach:

The strategy was developed together with the management team in a series of workshops, in which we used different methods, including “visual recording”. In order to bring the strategy to life the organizational structure had to be changed. Around 500 executives and employees were involved. In collaboration with the client KICK developed a change management procedure for this sensitive process. We supported the comprehensive implementation as well as the subsequent vernier adjustment of the new structure with 4 consultants.

Result
Thanks to our structured and coordinated change and communication strategy the crucial stakeholders including social partners could be won over for the project. The complex re-organization was implemented according to plan within a short amount of time.

Automobile industry

Conception, rollout and implementation of an international and companywide project management qualification with 3 integrated levels.

This was our approach:

  • Generating the framework as well as the detailed concepts
  • Piloting the programs in Europe, Asia-Pacific and America 
  • International training and development of coaches
  • Integration of a project manager career in parallel to a leadership career
  • Implementation of the internal  examination of the company
    Level 1: Project Management Fundamentals (PMF) – German/English
    Level 2: Certified Project Manager (PMQ-CPjM) – English
    Level 3: Certified Program Manager (PMQ-CPgM) – English

Result
Based on internationally defined competency profiles there is now a career for employees and managers in projects that is systematically linked to the HR processes "recruiting" and "Personal Development". All programs are based on PM® standard and call on Level 2 & 3 in addition to the internal exam, external certification. (PMI® , PMP® or PMgP®)

Automobile industry

Development as well as a (permanent) world-wide implementation of a career development center for project managers.

This was our approach:

  • Development and coordination of a concept for worldwide implementation
  • Organization of events
  • Creation and shipping of the documents for implementation
  • Implementation of the assessment: self-assessment / external assessment, assessment, appraisal sessions (per group)
  • Compilation of a report or survey containing development measures
  • Discussion of results with the participant (one-on-one conversation) 

Result
On the basis of quantitative human resource planning and individual feedback the participants are supported in their personal development and in fulfilling a function / role with customized measures. On the basis of anonymous quantitative and qualitative evaluation purposeful measures for organizational development in project management can be implemented more successfully.

 

 

Automotive supplier

Development center for project managers for individual assessment including feedback and suggestions for further development. The development center also helped to gain an overview over the general potential in the pool of project managers.

This was our approach:

The process was developed in close collaboration with the client. The evaluation criteria reflect the requirements, which have been defined in the company; the tasks represent typical challenges for the target group and make several competencies observable, including professional, methodological, social and self-competencies. In addition to direct feedback during the process, the participants receive a detailed feedback document in the end, which is explained in talks with their line manager. The complete overview is generated through supra-individual, anonymous preparation of the results and indicates how the project manager training in the company can be optimized.

ResultAfter three pilot runs the rollout initially took place in the client’s company division in Germany, which was later followed by implementation at international sites. Meanwhile, the process has been established in another division with the necessary adjustments and has been implemented nationally and internationally as well. Nationally around 135 project managers have received systematic feedback as well as recommendations for their further project career, and around 50 project managers ran through the process internationally.

 

Electrical industry

For a newly set up KVP system employees were trained to be group facilitators. We ensured a stronger management support of the new system in production as well as in the indirect divisions.

This was our approach:

In workshops the future group facilitators were extensively informed about the new KVP system and their central role in it. In the course of these workshops they intensively dealt with the role requirements. Among the central topics were: information of the employees about the new system, group facilitation and dealing with possibly occurring resistance. In departmental workshops mutual expectations of group facilitators and managers were discussed in order to co-ordinate responsibilities and mutual support in the context of the KVP system.

Result
The group facilitators gained clarity about their role and were able to test practical group facilitation techniques. Within the different departments clear arrangements ensure clear responsibilities and mutual support in the collection and monitoring of improvement suggestions.

 

 

Electrical industry

The goal was to gain consistency in understanding and using the performance assessment system, which had been introduced at the site. All users should be trained in handling the system and in conversation techniques for the appraisal interview. We supervised the first management level of the manufacturing division. 

This was our approach:  

Implementation of 1,5 day trainings containing:

  • basic methodical and psychological aspects of appraisal
  • insights were transferred to the procedure, which is used in the company
  • appraisal of an example-employee to gain criteria-confidence and adjustment of the assessment benchmark
  • Training of appraisal interviews in role plays
  • Transfer to the individual assessment group  

Result
Regular trainings, which convey confidence to all new evaluators in practicing the process and conducting appraisal interviews; the training courses are also used as an exchange of experiences between participants. In the end of the course there is always the possibility to discuss questions with HR and the work council.  

Energy suppliers

Implementation of project management at an energy supplier.

This was our approach:

  • Trainshops as a “foundation stone”. Based on this: Development of a PM handbook.
  • Project reviews on the basis of a specific maturity model
  • PM consulting in selected projects
  • Introduction of a project admission procedure
  • Concept for resource management
  • Coaching within the framework of the program initiation and planning
  • Handover to the PM Office management

Result
The company has a working project management system available, which is lived and independently developed by the organization. Specific results include: PM handbook, established project admission procedure as well as a well-practiced project planning process; project managers, team members and executives are qualified to use the PM-system. Aspect of change: During implementation the company grew considerably and experienced a high dynamic due to statutory provisions.

Commerce

Support and development of a branch store organization after restructuring (reduction of the management team in the branch stores) 

This was our approach:  

We started off with “stocktaking” in the branch stores regarding morale and need for support after the reorganization. In the process we interviewed all managers individually, or in a group and deduced the interventions from the results. We supported the branch store management team for one year and conducted 4 „leadership workshops“, in which topics like leadership, communication, process design and dealing with change were discussed. Through working on concrete situations and the interplay, appropriate measures were created and implemented. 

Result

  • Leadership professionality: clear responsibilities and roles, consolidation of the leading role
  • Processes improved, became more transparent and efficient
  • More trust, openness in communication and respect in the management team
  • New structure is being understood and accepted
  • Goals were achieved to a large extent
  • Increased independence in the departments: employees take on more responsibility

Furniture retailer

Establishing change management competence in the company

This was our approach:

The first step was to develop a collaboration model for executives, project managers and change consultants. Based on this model we created a role concept and a qualification series for internal change consultants. 40 HR managers were familiarized with basics, methods and tools of change management.

Result
The trained HR managers are now available as competent contact persons for company-wide change processes.

Furniture retailer

Re-establishment of motivation and working capacity within an ongoing re-organization of divisions and processes.

This was our approach:

We started off with a workshop series with managers and social partners, in which the participants defined goals and worked on bottled up conflicts, individually as well as together. In six different team workshops employees and managers were able to discuss their situation, become aware of their decisions and reflect upon their team behavior.

Result
Managers, social partners and employees have reflected on their currently difficult work situation and defined rules for collaboration and team behavior. Self-motivation was increased by self-reliant actions.

Communal companies / supply and waste disposal

Support in organizational development in a huge operational business unit.

This was our approach:

In the first phase a future vision was created in collaboration with the management team, which was then agreed on with each responsible board member. For the implementation it was necessary to adjust the organizational structure and to back up the lower management. Special attention was turned to developing the lower management, for which we created a special qualification and coaching offer. The division of tasks between the different management levels was newly defined.

Result
Contact to commercial employees was notably intensified and leadership is lived more clearly. At the same time the upper management level was released of operational leading tasks and gained more space for strategic and conceptual tasks. The public image of the business unit was improved.

Energy suppliers

Implementation of project management at an energy supplier.

This was our approach:

  • Trainshops as a “foundation stone”. Based on this: Development of a PM handbook.
  • Project reviews on the basis of a specific maturity model
  • PM consulting in selected projects
  • Introduction of a project admission procedure
  • Concept for resource management
  • Coaching within the framework of the program initiation and planning
  • Handover to the PM Office management

Result
The company has a working project management system available, which is lived and independently developed by the organization. Specific results include: PM handbook, established project admission procedure as well as a well-practiced project planning process; project managers, team members and executives are qualified to use the PM-system. Aspect of change: During implementation the company grew considerably and experienced a high dynamic due to statutory provisions.

Food production

Development of a mission statement containing values as well as guidelines for leadership and behavior for all employees. The goal was corporate alignment in a company, which has grown massively in recent years through additional purchases and new buildings.

This was our approach:  

The prospective values and behavior guidelines were collectively developed in several workshops by the extended management. These results were reflected in multiple loops in the whole underlying management level and in 3 focus groups consisting of work council, HR and shift foremen. Additions, which were made in these loops, were integrated. The rollout into the whole company was achieved with the help of managers in implementation workshops at all sites and through communication towards the team. The leitmotif of the cultural process is: culture is not something abstract or additional, but can provide support, if I use the guiding principles for reflection of my everyday work.

Result A leadership model by which managers as well as employees feel represented, standardization of the understanding and style of leadership, mission statement for all new managers and employees, and guiding principle for staff selection and development, as well as an increased sensitivity for deviations.     

Food production

The goal was to support and develop managers, so that they could realize the leadership guidelines in their everyday work and broaden their range of behaviors; KICK has qualified the managers of the lowest level in manufacturing and supported them in finding their roles.

This was our approach:  

Qualification series, which consisted of 4 modules: leadership and change management, communication and conversation techniques, conflict management and having fair performance reviews. The training series for the managers in production was synchronized with the training series for all other managers. Regarding content and methods we aligned the training with the mission statement and the prospective culture.

Result
Contended managers, who are able to fulfil their role in a much better way, and deal with difficult situations more confidently. Managers, who are able to employ a broader repertory of behavior. 

Special engineering

Interim management at a special engineering company.

This was our approach:

  • Project management of the whole project in cooperation with a internal project manager
  • Order clarification
  • Organization and planning, integration of a separate project
  • Project implementation
  • Project closure

Result
The migration from CATIA V4 to CATIA V5 was fully implemented with the following elements:

  • Development of a distinctive methodology which was fully depicted in the intranet
  • Implementation of a CDI-interface to SAP-PLM, which was notably expanded compared to the standard
  • Transfer of 2D drawings into 3D models
  • Qualification of 180 constructors in a 6 week training cycle plus intense on-the-job aftercare
  • Development of practical solutions for specific problems in the form of quality circles
  • Depiction of machines with many thousand parts in a model

 

 

Public service / state ministry

Conception and implementation of leadership feedbacks.

This was our approach:

We developed and coordinated the process as well as the feedback questionnaire in collaboration with the HR department. The participants were thoroughly informed about the goals and the individual steps of the procedure. An online tool corresponding to the laws and guidelines of data protection was used to implement the anonymous survey. The results were discussed in facilitated workshops with feedback receivers and feedback givers. Concrete improvement measures were arranged if necessary.

Result
The executives acquired insights concerning their self-image compared to their public image and could reflect on their leadership behavior. The end result was an entire evaluation for the state ministry with indications for the development of executives and the whole organization    

Public service / ministry of education on state level

Consulting of the project group „school structure reform” and supporting the introduction of a new school form

This was our approach:

We advised the project group concerning methodical questions of project planning, project controlling and organization. Furthermore we ran a series of big events with school inspectors, principals and other stakeholders. In the beginning we conveyed basic information, which were followed by implementation models in the next step.

Result
The thorough preparation and activating event moderation has significantly contributed to the successful and timely introduction of the new school form    

Public service / state ministry

Stronger orientation of one department towards strategic and conceptual tasks

This was our approach:

In the beginning we made a careful strategic analysis of the most important action fields using the SWOT method in workshops. In this way it became clear which tasks should gain more priority in the future. Since no additional resources could be mobilized it was necessary to shift capacities to the priority tasks. Change management and coaching methods were used to flank this internal change process. During the whole process the superordinate management level, the participation partners and the department managers were closely involved. Moreover, it was considered crucial to carefully and regularly inform all employees.

Result
Preconditions for a stronger orientation towards strategic and conceptual tasks were created. The department’s ability to fulfill its core tasks has improved significantly. 

Public service / administration

Advice and support with analyzing the equipment of organizational units of different districts as well as the definition of performance standards.

This was our approach:

In the first step we supported the client in project definition, organization and planning and developed a project charter in collaboration with all stakeholders. Our role was project support and facilitation, as well as developing all data collection and evaluation formats. The organizational units of different city districts defined their actual and target equipment depending on the tasks in facilitated district and department specific workshops. We compiled a summary, which was evaluated by the departments. Afterwards recommendations for politics were developed and agreed upon.

Result
A consolidated analysis of the actual and the target state of equipment in all districts plus coordinated recommendations for politics on how to improve the current situation. One side effect was an increased willingness for collaboration between the districts.

Insurance industry

Improving quality awareness, conception and introduction of a QM system.

This was our approach:

First of all, the whole leadership team was sensitized for the topic of quality. Together with junior executives a quality policy was developed. The architecture for the QM system was created in collaboration with the internal project team. The single elements of the system were worked out by technical teams, who followed the maxim of building on what already existed. The rollout was initiated with an information campaign and continued with workshops on department level. Every department then went on to implement their own program for introducing a QM procedure.

Result
The QM procedures are firmly established by now. The executives have understood that quality management is an important part of their management tasks and the company’s transparency of quality indicators has clearly increased.


Insurance industry 

Development and strengthening of managers and project leaders in the context of new and challenging tasks.

This was our approach:

In order clarification talks between the manager, HR, the coachee and the coach main goals were discussed and the subsequent process was outlined. In 3 to 10 two-hour-meetings coachee and coach worked on individual and organizationally appropriate approaches for the respective situation. Short learning cycles, which consisted of clarification, development of new behavior, testing and adjustment ensured that the coaching was practically relevant and up to date.

Result
Unexploited potential became apparent and applicable. Individuals and the involved interfaces equally evolved. Coaching as a human resource development tool is now offered also for employees, who don’t have leading tasks (yet).