The assignment:
As part of our ongoing development in project work and product development, an internationally operating provider of intralogistics solutions tasked us with designing and implementing a new product creation process throughout the entire corporation. The aim was to create transparency, reliability, and controllability across the entire product development journey while also strengthening cross-departmental collaboration in a lasting way. The introduction was intended to be not only efficient but also practical, comprehensible, and forward-thinking.
The approach:
Together with the responsible specialist departments, we developed the content for the new product creation process and transformed it into a cohesive target model. Our collaboration was characterised by a partnership approach and equality, with a focus on quality, substance, and operational effectiveness.
We defined roles, responsibilities, and decision-making processes clearly and structurally with our client. This ensured a high level of guidance and confidence for everyone involved.
To successfully implement the model, we provided targeted training to the relevant employees. This helped to generate enthusiasm for the new model while ensuring the necessary implementation capability. By working closely with project leaders and teams, we ensured that the new model was not only theoretically convincing but also proved effective through selected pilot projects.
The result
We successfully implemented the new product development process, integrating it into our daily project activities. With clear processes, defined responsibilities, and trained staff, we significantly improved the manageability of product and development projects. At the same time, we established a solid foundation for more efficient, transparent, and cross-departmental collaboration.
Any questions? Feel free to ask.
Your contact person
Kilian Vermeulen
Manager
Cases from the
AreaProject Management
Additional Areas
Range of Services
Time for a great conversation.
We are ready.
