Ralph Strobel-Executive Consultant / Project Management - Corporate Development

• Development and implementation of a Corporate Project Management Office including IT integration, Clarity PM software, roles and framework, and harmonization with existing PMOs
• Development and detailing of the global matrix target operating model of business units, central functions and global services including roles, organizational structure and governance bodies
• Setup of a global process center and training of 19 process owners in communication, facilitation and change
• Interim role as Process Owner for 'Idea to Innovation' and 'Innovation to Product/Solution' including target process modeling and digitization of the project request process
• Design and launch of a change and culture development program
• Sparring and consulting on organizational development and change processes
• Contribution to special projects: global product management organization, redesign of IT/OT organizational structure, optimization of business development, HR transformation consulting, training of a 20-member HR talent group, creation of board and supervisory board presentations

Sustainable Results:

• Implementation, stabilization and training of a Corporate Management Office including the evaluation and consolidation of 16 strategic projects
• Re-modeling of the core I2I and I2PS processes with new roles and collaboration models supported by AI agents and automation

• Management of the Collaboration & Change workstreams with 7 BU heads, 18 managing directors and 5 enabling functions
• Development of standardized business unit blueprints
• PMO lead of the HR transformation program with four subprojects (HR IT, job grading, reorganization, business model)
• Management reporting at level 1
• Development and rollout of a transformation roadmap for HR service catalog, roles, meeting landscape, collaboration model, talent development, IT systems, works council/union communication, change communication and training
• Co-lead of overall communication and design of target group-specific training modules
• Building people networks and communities
• Design of the job architecture and naming convention for the HR master data system

Sustainable Results:

• Installation and establishment of the new business model at management level
• Strategic preparation and successful start of the HR transformation
• Designed job architecture aligned and anchored with governance
• Company-wide training and handover of roles and training

• Optimization of the BRR process for real-time approval, higher automation and compliance
• Restoration of methodology and structure in a running project
• Structuring complex tasks and dependencies as well as interface management
• Continuation of system analysis with 8 stakeholder groups and two global projects
• Gap analysis to identify and plan implementation options in global systems
• Planning adjustments and training measures

Sustainable Results:

• Restructuring of projects including agile phase-based project plan with decision gates
• Development of a new collaboration model
• Creation of management templates for scope definition and target image definition
• Conducting risk analysis and stakeholder analysis with communication plan

• Training and coaching subproject managers in change objectives, change awareness, communication methods, role clarification, and mentoring
• Conducting change awareness workshops and digital training plans
• Developing a change architecture with one-off and systemic measures, along with a change roadmap
• Creating a communication plan, vision statements, a change story, and coaching for leaders
• Sparring, interventions, and establishing rules and discipline in interface and stakeholder management
• Management-oriented reporting and project controlling (planned vs. actual)

Sustainable Results:

• Training and coaching project managers, including acceptance monitoring and pilot rollout
• Introducing clear roles (project manager, key user, change agent) with training and coaching
• Building a comprehensive change architecture incorporating first-line managers
• Initial enablement of the change core team for the ambassador role

• Developing best-practice concepts to strengthen product ownership within product management, R&D, and production
• Establishing and redefining global and local product management, including role descriptions and RACI matrix
• Developing a group-wide phase-gate model, including regulatory requirements (MDR)
• Synchronizing regulatory requirements for labeling, market approval, clinical evaluations, risk management, compliance, and make-or-buy decisions
• Conducting stakeholder interviews, developing a communication plan, and designing a concept to implement manufacturing engineering and quality planning
• Developing a training concept for a global rollout, and delivering training and coaching

Sustainable Results:

• Achieving end-to-end process mentality through improved process definitions
• Organizational structure supports global presence and regulatory compliance
• Introducing KPIs to monitor risks and compliance with regulatory standards

• Supported the definition of marketing strategy in IT and supply chain business relationship management
• Developed the future strategy based on current-state and interface analysis
• Created the setup to transfer the change program into the product marketing line function starting 2017
• Defined positioning, RACI, and coordinated interfaces
• Prepared the board presentation up to decision readiness
• Managed business solution marketing project: identified best practices in 8 business units, validated savings (750 TEU), and drove internal marketing

Sustainable results:

• Secured board approval
• Embedded function into line organization starting 2017
• Confirmed €1 million savings potential as of December 31, 2016

• Managed 21 subprojects including branding & positioning, institutional market insights, digital sales channel, and product launches based on regulatory requirements
• Established regular reporting models and a committee (PLP Project Board)
• Led organizational development for marketing and R&D, including role definitions and responsibilities
• Defined a collaboration model between HQ and markets based on TQM and pricing process
• Supported marketing and product portfolio strategy (€300 million)
• Coached project leads in change management

Sustainable results:

• Embedded into the business unit strategy and rolled out products and assortments

• Segmented customers and created a sales concept including product definition and CRM process description
• Integrated systems and trained employees
• Onboarded permanent Key Account Managers

• Advising and developing strategies in construction, electrical engineering, sanitary trade, medical technology, connector and plug technology, e-mobility, building services, interior design, garden and landscape equipment, and machine tools
• Implementing go-to-market strategies, brand positioning, marketing and sales reviews, market analyses and PR measures
• Conducting training sessions and workshops on various topics and industries

• Editor-in-chief for Corporate Media, developed global CI/CD and CRM, internationalized the customer magazines “Transport” and “ROUTE”
• Topic management and won numerous communication awards
• Designed and managed the central website and market adaptations
• Campaign management, topic management and launched eCRM
• External and internal corporate communications: strategy development, editor-in-chief, content editing
• Led project for new brand positioning and workshops on brand experience
• Managed a team (6 FTE) and served as deputy department head (25 FTE), budget responsibility €3.5 million

• Concept and implementation of the after-sales marketing strategy including market potential analysis for Daimler AG
• Competitive analysis and PR strategy for Continental AG
• Customer and market analysis for the air conditioning system launch at Eberspächer GmbH
• Market analysis and sales promotion redesign for Haweka GmbH

• Managed the secretariat in the Social Services department
• Liaison for 42 civil service volunteers