Download - Digital Improvement Program-DIP
[email protected] 2016
Creating the learning Enterprise
The TMG Approach
DIPDigital Improvement Program
for becoming a lead provider of Smart Services
Smart Service Management
2
Content
1. DIP Approach and Outcome
2. Tuning-in: Smart Service Strategy
3. Phase I: Business Model
4. Phase II: Digital Capabilities
5. Phase III: Entrepreneurship
DIPDigital Improvement Program
3
For Companies who want to become Lead Providerof Smart Services, TMG provides a Digital Improvement Program which enables dynamic value creation through the integrative Management cloud-based Network Design and Community Coaching
4
Smart Products Smart ServicesCustomer
Initiatives
Revenue Impact
Profit Impact
Smart Product Initiatives Smart Service Initiatives
86 % 14 %
62 % 38 %
39 % 61 %
The Profit and growth consequences of Smart Services
The Emergence of the Smart Service Market
DIP focuses on the fast growing global Smart Service Market
Source:Kim, Chan et al: Blue Ocean Strategy, Harvard Business School, 2015Base: 150 global companies in 30 industries
• Smart Service Lead Market• Smart Service Lead Provider
Smart Service Leadership
The linear Business Model
The German Approach to Smart Service :The Product World Mindset
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Value Chain Operation
Value Chain Design
Production Engineering
Marketing & Sales
Integrated Supply
Product Strategy
Product Design
Research
IT
HR
Shared Services
FI
Inbound-Logistic
Production(Digital Twin)
Outbound-Logistic
SupplierSmart
Service
Product support-based Smart Services are not very profitable at present: Customer expect high up-time for
“Made-in-Germany” Products
Representative Smart Service Solution
Communication andAnalytics Hardware
Temperature Sensors
Source: ABB
• Product Connection• Remote Services • Condition Monitoring• Predictive Maintenance• Pay per Use
The Product World Mindset leads to a lack of preparedness for digital Disruption
Key Driver:• Efficiency• Automation
6
The US Approach to Smart ServiceThe Digital World Mindset
The Platform Business Model
The Value Eco-System
Compensates
Creates Connects
Consumes
VALUE-UNIT:Smart Services
Producer Team
2
Customer Team
Supply Demand
Art of the Possible (Non)Customer Pain
Platform
Sales
Physical World Mindset
DigitalWorld Mindset
Physical Key
DigitalKey
Representative Smart Service Solution
Key App
• Customer Experience• Customer Connection
Think different
The Digital World Mindset focuses on Customer Connection & Experience which reshapes Industries
Key Driver:• Network Effects• Fast Learning
DIP addresses the Key Performance Gaps of German Firms Germany as an international player has key engineering strengths –
Pressure to move to digital Improvements continues to grow
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Relative German Strength vs. USA & Chinahighlow
Futu
re B
usi
ne
ss I
mp
ort
ance high
low
International Digital Benchmark Result
Key Strengths• Engineering
Capability• Importance of
Production• Sustainability
No focus field No focus field
Source: Industrie 4.0 Internationaler Benchmark, Zukunftsoptionen und Handlungsempfehlungen für die Produktionsforschung; acatech, Nixdorf Institut
?
Growing Pressure• Business Models• Digital Capabilities• Entrepreneurship
German Firms have to improve in three key action fields in order to become a lead provider:• Business Models• Digital Capabilities• Entrepreneurship
Implication
DIP is an integrative Approach to Smart Service Management
DIP Phases in the evolution of smart services
8
ImplementationPhases
Smart Service Strategy
PHASE IBusiness Model
PHASE IIDigital Capabilities
PHASE IIIEntrepreneurship
DIP Workshop I• Segmentation• Scenarios• Evaluation
DIP Workshop II• Initiative Scope• Talent Pool• Network• Blueprint
DIP Workshop III• Platform
Prototyping• Plan Activation
Sessions
Design the Hybrid Business Model
Shaping superior Value-Ecosystems
Fostering Empowered Execution
• Aligning Strategy with Business System
• Smart Service Scenario
• Design Work-Graph
• Focus on Key Goals
• Apply Digital Leadership Framework
• Architecture of Participation
• Set-up Digital Design Platform
• Design Digital Network
• Governance System of Community
• Activating Competence Network
• Joint Consciousness
• Achieving goal by driving Lead measures
External Smart Service 1 2 3
Internal Smart Service 1 2 3
9
DIP provides an cloud-based Design Platform
PERIPHERY
Competence Teams
MARKET• Customers• Stakeholder
Customer Teams
Supply Demand
VALUE-UNIT:Smart Services
CENTER
Digital Design Platform(Network Prototyping)
Digital Design Platform Architecture
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Digital -Management
Smart Service Steering Committee
Frame the Smart Service Vision/Strategy
Crafing the Business Model
Foster Cross-Unit Engagement
Strengthen IT-Business Relationship
Set Smart Service Priorities
Set Objectives & Focus Investments
Review of Smart Service Case results
Establishing Roll-out direction
Ensuring IT perspective
Faster access to expertise / data
Functional driver
Set-up Digital Platform (“as-a-Service or “Ownership Model”)
…
Team Coaching
Digital Platform
Community Integrator
Set-up the Digital Team Community
Provide Cross-Unit Governance System
Integrate across Center & Regions & Customers
Drive Results by aligning Goals, Resources and Constraints
Support Communities / virtual reviews
Set-up Digital Execution
On-Boarding
Launching Team
Execution with Coaching
Result Presentation
Communities• Center • Periphery• Customer
A
B
C
D
Roles
Smart Service Governance Model
DIP coaches four roles for moving the company forward Four Leadership Roles for achieving the joint Goals
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Digitally Engage Customers
Value Creation: Periphery Value Creation: CustomerValue Creation: Center
Enabling the Periphery Teams
Phase I: Connect Employees Phase II: Connect Customers
Digital Team Platform
Enabling the Center Team
2
Customer TeamCompany TeamCompany Team
VALUE-UNIT:Smart Services
VALUE-UNIT:Smart Services
The DIP Outcome: Collective-Intelligence@Scale
The Digital Team Platform for creating Smart Services
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The Collective-Intelligence@Scale AdvantageFreeing Resources for value-creating Activities and Growth
Res
ou
rces
(co
sts,
em
ail t
ime.
.)
Cooperation
Linear Business Model
Platform Business Model
The Effect on Business Performance
Digital Transformation
Time-Reduction
30 -50%
SpeedFast Responses
Reduction of
non-value added expenses
25 -30%
Efficiency Work Productivity
Additional Value-Creation
by Cooperation between Teams
30 -35%
GrowthCollective Creativity
Limits of Growth: Knowledge Resources
Growth Effect
Source: Morieux, Yves: Six Simple Rules
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Content
1. DIP Approach and Outcome
2. Tuning-in: Smart Service Strategy
3. Phase I: Business Model
4. Phase II: Digital Capabilities
5. Phase III: Entrepreneurship
Tuning-in: Smart Service Strategy
DIP Phases in the evolution of smart services
14
ImplementationPhases
Smart Service Strategy
PHASE IBusiness Model
PHASE IIDigital Capabilities
PHASE IIIEntrepreneurship
Design the Hybrid Business Model
Shaping superior Value-Ecosystems
Fostering Empowered ExecutionExternal Smart Service
1 2 3
Internal Smart Service 1 2 3
15
The German Engineering Example
How to escape the sandwich position ?
?
?
Strategic Challenge:
Basis: Thomas Sattelberger
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Two Strategic Directions to escape the sandwich position
Aligning Strategic Priorities with Business Model
1 2
3
(Re)Shapethe product portfolio
• sustaining Leadership • building competitive Position• exploring strategic Options
Differentiate with Smart Services
Orchestrating the value-eco-system
Build an hybrid business model
The Value Ecosystem
Outside Value Creation byInformation & Knowledge
The Platform Model16
The Value Chain
Inside Value Creation by Material & Energy
The linear Business Model
+
Adaptability & InnovationEfficiency & Excellence
Context of Smart Services
Smart Services Portfolio
Act
ivit
y Le
vel o
f Sm
art
Serv
ice
s(C
ou
ntr
ies)
XY
Revenue Potential
The external Smart Service Strategy
Understanding the external Smart Services Opportunities
Opportunities
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2Differentiate with
Smart ServicesOrchestrating the value-
eco-system
Strategic Priority
• Resource orchestration • External interaction• Focus on ecosystem value
Versus• Resource control• Internal optimization• Focus on customer value
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External Smart Service: Innovative Application Development
Leverage German Engineering Capability for Smart Services:Support Customer Engineers to solve though challenges
segmented in developed and emerging Markets
Source: Schaeffler
Smart Products
Smart Services
Electric-engineMachine-Tool
Gear-Box
Impact: Online Sharing of best practice applications with connected Customer Engineers
Portal
GermanEngineering
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The Economics of Smart Services
Smart Service Driver• Demand-Side Economics of Scale• Customer Experience/Learning• Network Effects/Feedback
More Demand
MoreInnovative
Applications
Network Effects of Smart Services lead to more Demand of Smart Products
More innovativePlatform Content
More interested Customer Engineers
Lower problem solving time
Lower Costs, higher Speed
Project Management
InnovationManagement
Business Process
Management
Topic –specific Networks Expert
NetworksInformation
Management
Stakeholder Management
Real-time Strategy
Councils, Boards,
Committees
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2Differentiate with
Smart ServicesOrchestrating the value-
eco-system
Strategic Priority
• Resource orchestration • Cross-boundary interaction• Focus on ecosystem value
The internal Smart Service Strategy: Cross-boundary Synergies
Internal Smart Service Portfolio:
Understanding the internal Smart Services Opportunities
Continuous active Strategy
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The internal Smart Service Strategy: Cross-boundary Synergies
1. Country Success Planning
2. Develop Market Strategy
3. Translate Market Strategy
4. Plan Market Execution
7. Test and Adapt Strategy
6. Monitor and Learn
5. Execute Market Initiatives
Fulfillment
Country ManagementCorporate HQ
Regional Sales
BUBU StrategyInnovation
Controlling
Operations
RegionalStrategy
Regional Sales
BU
SCM
BU Operation
Country Industry Manager
Market Mgr.
Sales Mgr.
Business Interface Process
New Process
New Process
Focus Field
Established Process
CorporateStrategy
Internal Smart Service: Continuous active Strategy
Impact: Quick Cycle of Business Strategy to master Complexity
GermanEngineering
22
Content
1. DIP Approach and Outcome
2. Tuning-in: Smart Service Strategy
3. Phase I: Business Model
4. Phase II: Digital Capabilities
5. Phase III: Entrepreneurship
Phase I: Business Model
DIP Phases in the evolution of smart services
23
ImplementationPhases
Smart Service Strategy
PHASE IBusiness Model
PHASE IIDigital Capabilities
PHASE IIIEntrepreneurship
Design the Hybrid Business Model
• Aligning Strategy with Business System
• Smart Service Scenario
• Design Work-Graph
• Focus on Key Goals
DIP Workshop I• Segmentation• Scenarios• Evaluation
External Smart Service 1 2 3
Internal Smart Service 1 2 3
Hybrid Business Model: German EngineeringThe Digital Value Creation augments and differentiates existing Smart Products
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The Hybrid Business Model
Bearings
Linear Business Model
Platform Business Model
Physical World: Value Creation with Material & Energy
Digital World: Value Creation with Information & Knowledge
Smart Products
Smart ServicesVALUE-UNIT:Smart Services
Supply 2
Engineering App
Value Chain
Value Eco-System
Demand
Platform
Think different:Digital
Complement
Inbound-Logistic
ProductionOutbound-
LogisticSupplier Customer
Customer ConnectionZero marginal costsMicro-SegmentsModular Contracts/RulesDurable RevenueHigher Margins
GermanEngineering
25
Smart Service Scenario
Platform Business Model : Innovative Application Development
Value Proposition: Co-Creation of superior applications with connected Customer Engineers
CENTER
PM
Platform Provider
PERIPHERY
Competence Teams
MARKET• Customers• Stakeholder
Customer Teams
Supply Demand
VALUE-UNIT:Smart Services
GermanEngineering
Work Graph for achieving the Goal
Competence Area 1
C
• Workstream a • Workstream b • Workstream c
o Task 1o Task 2
Job-to-be done : Smart Service C
OBJECTIVE OF THE INITIATIVE:Increasing Sales by 30% through Cross-Selling of merged
Company
Design the “Job-to-be-done” Work Graph
Competence Area 2 Competence Area 3 Competence Area 4
• Workstream a • Workstream b • Workstream c
o Task 1o Task 2
• Workstream a • Workstream b • Workstream c
o Task 1o Task 2
• Workstream a • Workstream b • Workstream c
o Task 1o Task 2
Define Lead measures to get the “Job done”
Setting Directions to achieve the goal
Collective Goal:Capture Cross-Selling Potential of 30% Sales
IncreaserPredictive
Predictive and Influenceable Lead Measures
Lead Measures
Predictive: Measures something that leads to the goalInfluenceable: Something we can influence
A)No. of internal Interactions
B) No of smart service ideas
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Content
1. DIP Approach and Outcome
2. Tuning-in: Smart Service Strategy
3. Phase I: Business Model
4. Phase II: Digital Capabilities
5. Phase III: Entrepreneurship
Phase II: Digital Capabilities
DIP Phases in the evolution of smart services
29
ImplementationPhases
Smart Service Strategy
PHASE IBusiness Model
PHASE IIDigital Capabilities
PHASE IIIEntrepreneurship
Design the Hybrid Business Model
Shaping superior Value-Ecosystems
• Apply Digital Leadership Framework
• Architecture of Participation
• Set-up Digital Design Platform
• Design Digital Network
• Aligning Strategy with Business System
• Smart Service Scenario
• Design Work-Graph
• Focus on Key Goals
DIP Workshop I• Segmentation• Scenarios• Evaluation
DIP Workshop II• Initiative Scope• Talent Pool• Network• Blueprint
External Smart Service 1 2 3
Internal Smart Service 1 2 3
30
Digital Leadership Framework for Disrupting InsideOut
The Dual Work Organization of the Hybrid Business ModelOrchestrating the hybrid Business Model of Smart Products and Smart Services
Leadership-driven network
Smart Services
Mastering the Slide Control
Digital Leadership as…
Adaptability & InnovationNon-Routine & un-predictable
The Value Ecosystem
Management-driven hierarchy
Smart Products
Efficiency & ExcellenceRepeatable & Predictable
The Value Chain
TMG Focus
31
Enable the Competence Network
enablemotivate
Architecture of Participation Governance
of Execution
The Value Ecosystem: Collective-Intelligence@Scale
Leadership-driven network
32
The Digital Team Building Blocks
The three Building Blocks for the Digital Team
Matchmaking
Roles
Digital Team
Job-to-be-done Global Talent Pool
Scope of Initiative1
2 3
Work Graph
Talent
Customer
Periphery
Center
33
The Digital Leadership Platform
Digital Design Platform as a Service
CENTER
Digital Design Platform(Network Prototyping)
Competence Teams
MARKET• Customers• Stakeholder
Customer Teams
Supply Demand
VALUE-UNIT:Smart Services
GermanEngineering
PERIPHERY
Task 1: Design the Work Graph
34
The Work Graph with 4 Network Levels
Level I: Job
Level II: Competence Area
Level III: Work Stream
Level IV: Activity
Task 3: Set Start and End of Task Timeline
36
Save
Task Timeline Traffic Light
Traffic Light turns yellow 7 Days before Deadline
Connected Traffic Light Timing
37
Level I: Job
Level II: Competence
Level III: Work Stream
Level IV: Task
-5 -4 -3 -2 -1 0 1 2 3 4 5 6 7
Day to Deadline (example)
Tasks trigger the progress of the Initiative
Task 4: Keeping the Scoreboard for all to see
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Aggregation of the Scoreboards Level I: Job
Level II: Competence
Level III: Work Stream
Scoring
40
Digital Design Platform: User Functionality Overview
Work Navigation
Job-to-be-done Name
Job Owner
Job Arena
Comments/Info/Chat
View Job Scoreboard View Job Task/Activity Status
Job-to-be-done
Click to Navigate
Click on +
Click to Minimize
Click to Minimize
Digital Design Platform
Enabler of the Value Eco-System
Work Status
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Content
1. DIP Approach and Outcome
2. Tuning-in: Smart Service Strategy
3. Phase I: Business Model
4. Phase II: Digital Capabilities
5. Phase III: Entrepreneurship
Phase III: Entrepreneurship
DIP Phases in the evolution of smart services
42
ImplementationPhases
Smart Service Strategy
PHASE IBusiness Model
PHASE IIDigital Capabilities
PHASE IIIEntrepreneurship
Design the Hybrid Business Model
Shaping superior Value-Ecosystems
Fostering Empowered Execution
• Governance System of Community
• Activating Competence Network
• Joint Consciousness
• Achieving goal by driving Lead measures
• Aligning Strategy with Business System
• Smart Service Scenario
• Design Work-Graph
• Focus on Key Goals
• Apply Digital Leadership Framework
• Architecture of Participation
• Set-up Digital Design Platform
• Design Digital Network
DIP Workshop I• Segmentation• Scenarios• Evaluation
DIP Workshop II• Initiative Scope• Talent Pool• Network• Blueprint
DIP Workshop III• Platform
Prototyping• Plan Activation
Sessions
External Smart Service 1 2 3
Internal Smart Service 1 2 3
43
Entrepreneurship: Evolve the Eco-Systems
Interplay of Architecture and Governance
enablemotivate
Architecture of Participation Governance
of Execution
LaunchOn-Boarding Adoption Optimization
• Match global talent with sub-jobs, workstreams and tasks
• Explain the key goal
• Agree on Lead-Measures
• Train the Team to use the ShareRoom
• Launch the Team into Action
• Create Scoreboard
• Align Roles and Expectations
• Schedule Activation Sessions for Shared Consciousness
• Focus on empowered Execution
• Track results on the scoreboard
• Additional training and mentoring
• Clearing the path by sharing
• Optimizing Team Performance
• Encourage creative ideas to move the lead measures
• Celebrate wins and accomplishments
• Enable agile work
The Ramp-up Process
Support ActivitiesImplement the four stages of Digital Team performance
Activating the Competence Network for dynamic value creation
45
The Team-of-Teams Sphere of Activity
MARKET• Customers• Stakeholder
PERIPHERY
CENTER
Competence Team I Competence Team II Competence Team n
Smart Service App
Machine Tool Smart Service
• Customer Competence• Workstreams/Tasks of the Periphery
• Competence Development• Work Graph of the Center
• Job-to-be-done Competence• Co-Creation of Smart Service
PM
GermanEngineering
Basis: Winfried Felser, Niels Pfläging
The Tasks of the Community Integrator
46
• He/she matches Tasks with Experts for enabling top-line growth
• He/she takes part directly in the planning/coordination of the Journey to achieve Business Goals by creating Job content
• He/she allows each one in the Community to benefit form the cooperation of others by creating the context of cooperation.
• He/she is at the same time a Resource and a Constraint for Community Member.
• He/she is supported by the Governance System/Scoreboards for achieving the Community Goals
• It is not a dedicated job. It is a role in the organization system that an individual plays as part of his usual job.
• He/she plays the role of a „new Human Resource Manager”
Community Integrator is critical to Digital Team Success
Community Integration : Empowered by the Cloud
47
DIGITAL DESIGN PLATFORM
Online-Learning and Prototyping
Community Integrator : Leading the Digital Team of Teams
GermanEngineering
Playbook 1
Repository of repeatable best practices and re-usable components
PHASE IBusiness Model
PHASE IIDigital Capabilities
PHASE IIIEntrepreneurship
Playbook 2 Playbook 3
48
Enable Platform-based Competence Network Interactions
Driving Competence Network Interactions for dynamic value creation
Compensates
Creates Connects
Consumes
VALUE-UNIT:Smart Services
Competence Teams
2
Job-to-be-done Team
SupplyDemand
Art of the Possible (Non)Customer Pain
Sales
Key Driver:• Network Effects• Fast Learning
PERIPHERY
CENTER
MARKET• Customers• Stakeholder
GermanEngineering
Platform
TMG: Coaching The Digital Team Implementation
49
TMG helps Clients to build Digital Management Skills by providing • Online Leadership Workshops for the Community Integrators of the Digital Teams• Coaching of the Digital Team Implementation and• Digital Design Platform as a Service
The following TMG services helps the Management to build Digital Leadership Skills for
Community Integrators :
• Selecting the “Digital Team Opportunities”: Providing Methods for framing the Digital opportunity/challenge
• Strengthening the Digital Leadership Skills: Co-Creation of the Design of the Project Work Graph and supporting Community Integrator in designing primary activities and managing the support activities.
• Executing the Digital Team Project: Coaching of the Execution Process• Preparation of Online Work and Training of the Core Digital Team• Providing “on-the- job”-Training of the Methods/Disciplines and solving open questions when they arise• Preparation and coaching of the online team sessions together with the Community Integrator • Integration of the Business-IT Work for tailoring the Digital Platform• Participation in Management Reviews
• Governing the Execution: Providing the cloud-based Digital Design Service for mobilizing the scalable Learning of the Digital Teams in the Value “Eco-System”
Engagement: Weekly Operating Rhythm with Online Activation Sessions
50
Review
2
1
ReportReport on the tasks of
the last week
3
PlanCommittments for
the next tasks
1
ReportReport on the tasks of
the last week
3
PlanCommittments for
the next tasks
2 2
1
ReportReport on the tasks of
the last week
3
PlanCommittments for
the next tasks
Week 1 Week 2 Week 3…
Sprint Sprint Sprint
Management Task Level
2
1
ReportReport on the tasks of
the last week
3
PlanCommittments for
the next tasks
Week 4…
Sprint
Operative Task Level
Review Review Review
Empowered Execution : German Engineering Example
GermanEngineering
Coaching/Guidance of the weekly Review Events
51
TMG Online Coaching
• Pre-Session Coaching: updating scoreboard of every team member and preparing the session agenda with Community Integrator
• Session-Coaching: It ensures that members limit their status report to few minutes. For each goal members will focuses on objectives, status, issues and recommendations to ensure joint-problem solving instead of pure reporting. Guiding members to make commitments which have the highest possible impact.
• Post-Session-Coaching: Documenting the commitment as basis for next week and de-briefing/ counseling of the Community Integrator along a systematic method
• Between-Session Coaching: Answering questions of Community member when they arise and removing unexpected roadblocks.
• Preparation of senior-management Presentation: Ensure format, timeliness and quality of result presentation
De-Briefing Checklist
1) Meeting as scheduled ?2) Was the session brief, brisk, energetic?3) How die the Integrator played his role?4)How was the review of the scoreboard?5)Did we analyze who is winning, loosing?6)Did we celebrate success?7)Did the team hold each other accountable for commitments?8)Did everybody make commitments for next week?9) Did we clear the path for each other?10)Did we keep out low value issues?
10 Questions
Weekly „Review-Events“ as a ProcessAchieving the Goal in a continues process
Review of the Scoreboards
Learning from success and failure
2
1
ReportReport on the tasks of the last week
3
PlanCommittments for the next tasks
Session Agenda
Lync Invitation: When, Who
Goal:
Individual Reports:
Scoreboard Update:
Team Member: Commitment:Status:
52
To build up the Digital Team Organization we cooperate with the Client Management in the following way:
• Supporting Management in building the right procedural and behavioral internal conditions
• Providing Digital Leadership education and tools
• Ensuring actual functioning of a job-specific Team-of-Teams as Deliverable
• Providing thoughts and insights
• Sharing expertise for creating and implementing of Digital Work
• Supporting IT in transferring the Design Prototype to Company Standard Platform
• Creating the conditions for continuous adaptation to the complex business environment – doing the right thing at the right time, constantly.
53
Transfer Competence Network Prototype into the Company Standard Application
Transfer Optimized Application to Company IT
Optimized Design Specification(Network Prototype)
Digital Standard Platform of the Company
Prototype Functionality Transfer
DIGITAL DESIGN PLATFORM
Online-Learning andPrototyping
GermanEngineering
54
The Smart Service Network: The Platform of Collective-Intelligence@ Scale
• High adaptability/agility for Customer Signals• Joint Consciousness of customers need• Mastering Complexity of dynamic value creation• Network Effects are key growth driver
• Controlled Platform Access for Firm & Customer• Knowledge/Benchmark Exchange is enabled• Unity-of-Effort across boundaries• Global synergies for local but common themes
Digitally Engage Customers
Value Creation: Periphery Value Creation: CustomerValue Creation: Center
Enabling the Periphery Teams
Phase I: Connect Employees Phase II: Connect Customers
Digital Team Platform
Enabling the Center Team
2
Customer TeamCompany TeamCompany Team
VALUE-UNIT:Smart Services
VALUE-UNIT:Smart Services
Outcome: Collective-Intelligence@Scale
The Digital Team Platform
GermanEngineering
55
Top-Line Growth Driver
Digital Teams Building Blocks of Top-Line Growth
Driving Top-Line Growth
Top-Line Growth
Co-Creation
Network Effects
Employee Engagement
Cross-Country Synergies
Leadership-driven networks
Co-Creation Platform
Out-of-Office Work
Global Talent Pool
Digital Teams Building Blocks
Top-Line Growth Case
Result: Increasing Sales by 35% through Cross-Selling of merged Company
GermanEngineering
57
Automotive Engineering
Other Industries
Technology Management Group Profile
Competences- Internet Driven Strategic Changes- Business Development- Accelerating Innovation Process- Mobilizing People in Networks
FactsOffice: München founded 1987
TMG helps companies create, build and launch new digital initiatives from within their organization