Olaf S.-Consultant · Business Coach · Interim Manager. Transformation, Leadership and AI – from strategy to implementation.

Project: Digital Sovereignty – Toll Collect

Workshop: Digital Sovereignty Recognize dependencies, reduce risks, remain capable of acting

Format

• One-day practical seminar

Target group

• Executive management
• IT managers
• Data protection officers
• Compliance functions

Content and objectives

• Systematic analysis of digital dependencies
• Assessment of legal and operational risks
• Development of a concrete plan to increase digital sovereignty
• Mapping of the entire IT infrastructure by participants
• Identification of critical dependencies on non-European providers
• Creation of a prioritized risk matrix based on:
• GDPR
• NIS2
• EU AI Act
• Joint development of options for action – from a hybrid model to complete migration to European solutions
• Development of an individual sovereignty roadmap with:
• Responsibilities
• Milestones
• Budget framework

Agenda

• Preliminary self-assessment (current infrastructure)
• Digital sovereignty? Nothing but an illusion
• Digital sovereignty 2026 – Germany’s dangerous dependency in focus
• Digital sovereignty & open source
• What is digital sovereignty?
• Three questions raised by digital sovereignty
• Reflection: Digital sovereignty in your own life
• Why is digital sovereignty existential now?
• Practical examples of digital sovereignty
• Schleswig-Holstein initiative
• Benefits of digital sovereignty for your company
• Assessing strategy options (cost-benefit matrix)
• Sovereign provider? 10 questions
• What does digital sovereignty specifically mean for your company?
• How do you shape digital sovereignty?
• Digital sovereignty and psychological safety
• Psychological safety: The key to high-performing teams
• Why psychological safety in your company?
• Benefits of psychological safety
• Invitation to group work: PsySafety Check (PS-C)
• The “Braintrust” experiment
• Creating a risk matrix
• Creating a roadmap & project plan
• European alternatives to US Big Tech
• 10-point plans:
• NIS2
• EU AI Act
• GDPR
• ISO 27001

Workshops, seminars, keynote speeches and keynotes for public administration and public organizations:

• Organizational development - Leadership and organizational culture in the VUCA world
• New Work - Shaping the future, now!
• OKR – Objectives and Key Results - Making strategy measurable in everyday work
• Change management - Making change effective with Kotter, ADKAR and Prosci
• Psychological safety - Strengthening trust and an open team climate
• New Leadership - Leading according to the situation and through participation
• Self-organized teams - Roles, mechanisms and guidelines for personal responsibility
• Error culture - Mistakes as a resource for learning and innovation
• Scrum - Roles, artifacts, events – including scaling (SAFe, LeSS)
• Kanban - Visual process management, WIP limits, flow optimization
• Design Thinking - User-centered innovation through to the prototype
• Business Model Generation - Designing public value with the Canvas
• Implementing AI safely in SMEs - Practical, legally compliant and effective
• AI as an impulse for organizational change - From chatbots to decision support – with clear guidelines
• Digital sovereignty - Tools, data protection and rules – NIS2, EU AI Act, GDPR, ISO 27001
• Hybrid Work - Rules, meetings and tools for on-site and remote work
• Desk Sharing - Designing flexible workplaces productively
• Diversity management - Diversity as a resource, promoting equal opportunities
• Shortage of skilled workers - Attracting and retaining employees
• New Pay - Value-based, transparent compensation models
• LEGO® & Playmobil Serious Play - Creative problem-solving through questioning techniques

Methods: Workshops, seminars, keynotes, facilitation, training & education

Leadership & Coaching Expertise in OKR Introduction As a coach, moderator and facilitator for OKR workshops at FAIN Bildungs-GmbH, I designed a structured learning journey with a focus on leadership and coaching. I enabled managers and teams to use the OKR framework (Objectives and Key Results) in a targeted way, connecting ambitious goals with measurable results and promoting an agile, data-driven corporate culture.

The focus was on strengthening strategic leadership skills:

• Teaching the basics of OKRs and their benefits for focus, alignment and transparency.
• Developing an inspiring vision and mission as the basis for effective OKRs.
• Coaching on formulating motivating Objectives and challenging, measurable Key Results according to SMART criteria.
• Facilitating practice-oriented group exercises for strategy development and operationalizing OKRs at different organizational levels.
• Promoting leadership skills in implementing, cascading and continuously developing OKRs through check-ins and reviews. With interactive workshops, targeted coaching and leadership impulses, I supported participants in establishing OKRs as a strategic link between vision and operational implementation in everyday business and in achieving sustainable results through clearly defined metrics. Tools: Teams, Word, Powerpoint Methods: OKR, Workshops, Coaching

Project: Location Attractiveness – Organizational Development, New Ways of Working

Project period: March 2024 – September 2024

Starting point

• Client: Kraftwerk Reckingen AG (RKR)
• Produces CO2-neutral electricity for approx. 60,000 households on the Rhine since 1941
• Challenges:
• Upcoming concession renewal process
• Planned technical upgrades
• Objective: Increase attractiveness as an employer

Project content

• Consulting services to improve location attractiveness
• Development of a package of measures integrating:
• Mission statement and target vision
• Mission and vision
• Corporate values
• Strengthening employee retention
• Facilitating recruitment through an improved internal and external image
• Conducting workshops with management and employees

Results of the workshop analysis

• Strengths:
• Exciting projects
• Good working environment
• Extensive professional development opportunities
• Potential:
• Greater appreciation of employees
• Improved organization and communication
• Stronger proactive support from the commercial department
• Employees’ wishes:
• More open communication
• Home office options
• More effective team-building measures

Package of measures

• Improving the company’s internal and external presentation
• Personnel development
• Improving the online presence
• Developing a strong corporate identity
• Increasing employer attractiveness
• Impact: Future viability and competitiveness through higher employee satisfaction and easier recruitment of skilled workers

Tools

• Teams
• Word
• Excel
• PowerPoint
• Zoom
• Miro

Methods

• Workshops
• Coaching
• Organizational development
• Change management
• New Work

Project: SSA for SASPF Systems including Complementary Systems such as SAP S/4HANA

Project period: March 2023 – October 2023

Role

• Project Manager for the Security Status Analysis (SSA) Tender at BWI GmbH
• Focus: SASPF (Standard Application Software Product Families) and complementary systems such as SAP S/4HANA
• Responsible for preparing a comprehensive tender in the field of SSA

Project objective

• Identification of a suitable service provider with expertise in complex security analyses
• Ensuring the secure and efficient operation of system landscapes in the Bundeswehr

Responsibilities and tasks

• Market review:
• Broad market analysis to identify potential service providers
• Overview of technological possibilities and existing market solutions
• Prequalification of tender participants:
• Implementation of a multi-stage selection process
• Assessment of technical expertise, experience and financial stability
• Stakeholder management and requirements workshops:
• Organization and facilitation of workshops with stakeholders from the Bundeswehr and BWI GmbH
• Clarification of specific requirements and expectations
• Development of a common requirements catalogue as the basis for the next project steps
• Result documents and tender documents:
• Drafting and coordination of tender documents
• Technical specifications, descriptions of services and legal framework conditions

Results

• Successful preparation and publication of the tender with strong response from qualified providers
• Establishment of consistent stakeholder management taking all parties involved into account
• Development of a robust selection methodology for prequalification, serving as a best practice for future tenders
• Contribution to strengthening the security infrastructure of the Bundeswehr
• Foundation for efficient and effective cooperation with external service providers

Skills applied

• Project management
• Stakeholder management
• Digital transformation
• Organizational development

Tools

• Office 365
• Teams
• Word
• Excel
• SharePoint
• MS Project
• SAP
• S/4HANA
• SASPF
• SAP ECC6
• IBM DB
• Confluence
• Jira

Methods

• Organizational development
• Audit
• Identity & Access Management
• Agile
• Scrum

Lecturer since 2021 in dual study programs:

• HR controlling and payroll,
• Organization and process management,
• Media platforms,
• Collaborative working

DC-Move – Cloud Readiness project period: April 2020–June 2020

Digitalization project – transformation, supporting change management, increased efficiency through internal communication, Agile Working, Digital Leadership & Collaboration as Stream Lead for “Applications” to enable an efficient cloud migration of the existing applications:

My role as Stream Lead Cloud Readiness

• Analysis of the “Applications” stream with regard to approach and method, as well as development of measures to increase efficiency; identification of savings potential of approx. 900 internal working hours.
• Development of a New Work Framework and leadership approach based on transactional and transformational leadership: empowerment and enablement of project participants to take more personal responsibility by promoting better understanding, stronger project identification and collaboration; creating transparency in the project through traceable work steps, making goals visible and highlighting dependencies.
• Reduction of media discontinuities through end-to-end digitalization of the process: setup of JIRA for task tracking and introduction of the collaboration tool Confluence as a knowledge database for improved team and project work; setup of WIKI pages and integration of JIRA tasks.
• Preparation of slides to present the results to the DC-Move Steering Committee; presentation of the approach in various committees such as PO-Cafe and divisional management, resulting in approval of the approach by Group management.
• Internal communication: creation of a blog post for the DC-Move WIKI, “How we adapted the approach in the Applications stream,” with the aim of providing information about the status of the project and strengthening the POs as the single point of information.
• Closure of the DC-Move project following a decision by Group management during the Corona crisis.

Project: F-IT for 2020 Project period: September 2018–July 2019

Digitalization and innovation project – “F-IT for 2020”: innovation and organizational development, innovation management & Agile Working, Digital Leadership and management training, project management, communication and supporting change management:

My role as Project Manager and Coach for Digital and New Leadership – change management, Agile Working, communication and training for the IT Operations and Infrastructure department:

• Design, coordination, support and evaluation of a cross-departmental, multi-stage ITSM tool assessment, including market analysis; organization and support of product presentations by selected vendors; support through a Europe-wide tender and handover to Procurement.
• Organizational development and change management: acting as a “motivator” and proactive problem manager; use of a Graphic Recorder in interactive workshops; measurement of organizational energy; development of a project plan and establishment of new structures and communication processes.
• Innovation management and Agile Working, Digital & New Leadership: conducting and moderating various subject-matter workshops; providing a Fishbowl format on the topics of cloud, SaaS, IT security and Identity & Access Management.
• Supporting communication, project management and project controlling: implementation of measures to promote communication, such as regular stand-up meetings and project office hours.
• Organization and coordination of walkthroughs, process designs, maps and role descriptions for the new processes: task portfolio management, problem management, service portfolio management.
• Assumption of PMO tasks, preparation of committee and board documents, and management of schedules and work progress for the “Fit for 2020” project.

Change Management, Communication & Training

Introduction of the Omada Identity Management Suite in the LIMES project (expansion of access rights management) and in the Alpha – IT & Organisation program (budget 500 Mio. EUR) as part of a cross-bank digitalization process.

• Stakeholder management from the Management Board to employees, developers and IT specialists – including stakeholder compass and interviews
• Conceptualization of training, Web Based Training, learning videos and online help for the introduction of the Omada Identity Suite
• “Security Parcours” on the GDPR and internal bank security requirements; project and department marketing for Information Security Management

Methods: Organizational Development, Identity & Access Management, Change Management, Workshops, Training & Education

Interim Manager, Head of Business Development, New Business – The Property Agency GmbH

Interim Management Supervisor Vollblut GmbH & Co. KG, Wiesbaden

Role

• Interim Management Supervisor
• Overall coordination and quality assurance of interim assignments
• Link between management, clients and the interim managers assigned
• Ensuring the targeted, timely and cost-effective implementation of assignments

Responsibilities and tasks

• Assignment management:
• Clarifying the assignment, objectives, success criteria and framework conditions with the client
• Ongoing monitoring of progress, risks and budget
• Escalation management and finding solutions in critical project situations
• Supervision and coaching:
• Professional support and reflection for interim managers
• Sparring partner for strategic and operational decisions
• Promoting self-organization and responsibility for results
• Quality management:
• Developing and continuously improving standards, methods and templates
• Regular reviews and status reports for clients and management
• Lessons learned and knowledge transfer between assignments
• Stakeholder management:
• Maintaining client relationships at management level
• Coordination between the client, interim management and internal departments
• Organizational and change support:
• Support with restructuring, transformation and digitalization initiatives
• Supporting change processes at management and employee level
• Handover and sustainability:
• Planning a structured transition to the line organization
• Ensuring sustainable results after the end of the assignment

Tools

• Office 365
• Teams
• Word
• Excel
• PowerPoint
• Miro
• Zoom

Methods

• Interim Management
• Supervision & Coaching
• Organizational Development
• Change Management
• Stakeholder Management
• Project and Quality Management

Head of Marketing

Managing Partner

Client Consultant