european technology group for automotive, communication, intralogistics & engineering

A strong legacy built over decades meant excellent products and loyal customers. Know-how sat in plants and business units; methods differed; cross-company best practices were hard to reuse. Result: uneven process maturity, slower hand-offs across divisions, and limited visibility on where work actually flowed.

Preserve the legacy, modernise the system.

We focused on awareness first, so the organisation could carry the change itself.

• Leadership awareness & upskilling – executive and mid-management workshops introducing end-to-end process management and agile delivery (portfolio → programme → team), tailored to HÖRMANN’s four divisions.
• Group-wide process language – common process maps, gate/approval model, and a simple KPI set so units compare and improve without losing autonomy.
• Reusable building blocks – shared templates (quality, launch, service), code & software libraries, and a living methods wiki to capture and spread know-how.
• Workflow by design – harmonised change, release and handover between R&D, plants, sales and service; clear roles/rights and audit trails.
• Enablement, not dependency – train-the-trainer, playbooks, and coaching so teams can run and scale the model themselves after the workshops.

• One language, one cadence across divisions → better comparability & control.
• Faster delivery for product and change projects; fewer hand-offs and less rework.
• Higher reuse of methods, code and templates → less reinventing, more speed.
• Stronger operating model: tradition protected, system made scalable & future-ready.
• Self-sufficiency: leaders and teams apply the practices without external crutches.