References
Over 20 years. Six industries. Always the same challenge: developing governance and decision-making structures that make transformation programs manageable.
The projects on this page show how I've put this into practice.
Three programs. Three structural findings.
The ability to manage performance rarely comes down to a lack of data—but rather to governance, decision-making structures, and KPI logic. Here are three anonymized examples from my work that illustrate what a structural diagnosis reveals.
Industrial manufacturing group · €3.2 billion in revenue
A group-wide project management system, developed in-house—Earned Value versus an established sales costing model. On paper, it looked complete. In practice, each of the four layers failed: no shared vision, competing decision-making paths, two incompatible management logics operating side by side. Diagnosis: Critically Constrained. The lesson: even a management model you build yourself can outpace your own organization. The problem rarely lies in the concept itself, but rather in its implementation.
Municipal Transit Authority
An externally developed planning and control framework, methodologically sound, implemented as part of an SAP S/4HANA rollout. The decision architecture worked—it clearly defined who makes decisions. But the purpose, outcomes, and steering logic fell short: The metrics were technically correct, but they didn’t align with the business model. The lesson: even a methodologically flawless control model won’t work if it misses the mark on the business model.
Mid-sized energy technology manufacturer
A well-designed external governance framework—but implemented too soon. The maturity fit was off: the organization wasn’t yet mature enough to meet the framework’s requirements. There was a clear gap at the Purpose & Outcome level, even though the score initially looked promising. The lesson: score and maturity fit go hand in hand. A good framework at the wrong time is not a good framework.
Do you see the pattern?
If you want to know where the structural weaknesses in your own program lie: The Steering Audit examines exactly that—in four weeks, at a fixed price.
No hourly rate. No proposal. Just a clear diagnosis.