Unternehmensprofil_0104_eng – Copyright 2004 – S:SENSE GmbH Munich – All Rights Reserved – 1...

– Copyright 2004 – S:SENSE GmbH Munich – All Rights Reserved – 1Unternehmensprofil_0104_eng

Introducing S:SENSEA presentation for

Wolfgang SteiningerMunich, December 2005

Introducing S:SENSEA presentation for

Wolfgang SteiningerMunich, December 2005

S:SENSE GmbHBelfortstr. 3

D – 81667 MunichFon: +49 89 489 509 46Fax: +49 89 489 509 45


S:SENSE is engaged to deliver sustainableimplementation excellence to organizations

At S:SENSE, we bridge the gap between ideas and operationalpractice and turn workable solutions into global competitiveadvantage to foster the economic performance for our customers.

At S:SENSE, we bridge the gap between ideas and operationalpractice and turn workable solutions into global competitiveadvantage to foster the economic performance for our customers.

Our solution approach combines both hard and soft fact capabilities from one hand and spans the whole range of implementation support, starting with the strategic concept, design, IT-implementation incl. roll-out as well as the application of change management methods for successful project implementation.

Our solution approach combines both hard and soft fact capabilities from one hand and spans the whole range of implementation support, starting with the strategic concept, design, IT-implementation incl. roll-out as well as the application of change management methods for successful project implementation.

We work for our customers output-driven (fixed amount plus fulfilment bonus) and posses references from variousindustries.

We work for our customers output-driven (fixed amount plus fulfilment bonus) and posses references from variousindustries.

– Copyright 2004 – S:SENSE GmbH Munich – All Rights Reserved – 7Unternehmensprofi_l 0104

Fähigkeiten

Industrie-kompetenzen

EnergieEnergie Healthcareund Pharma-

industrie

Healthcareund Pharma-

industrie

Finanzdienst-leistungen


AutomotiveAutomotive

GründungsmanagementGründungsmanagement

Prozess orientierteInnovationslösungenProzess orientierteInnovationslösungen

New Business Design & SegmentierungslösungenNew Business Design & Segmentierungslösungen

Synergie- und Wettbewerbs-lösungen für den VertriebSynergie- und Wettbewerbs-lösungen für den Vertrieb

Personalmanagement-lösungenPersonalmanagement-lösungen

Wissensmanagement-lösungenWissensmanagement-lösungen

Unsere Kunden profitieren von der zeitnahen Umsetzung der Vorhaben durch hoch qualifizierte Expertenteams

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team


Fähigkeiten

Industrie-kompetenzen

EnergieEnergie Healthcareund Pharma-

industrie

Healthcareund Pharma-

industrie



AutomotiveAutomotive

GründungsmanagementGründungsmanagement

Prozess orientierteInnovationslösungenProzess orientierteInnovationslösungen

New Business Design & SegmentierungslösungenNew Business Design & Segmentierungslösungen

Synergie- und Wettbewerbs-lösungen für den VertriebSynergie- und Wettbewerbs-lösungen für den Vertrieb

Personalmanagement-lösungenPersonalmanagement-lösungen

Wissensmanagement-lösungenWissensmanagement-lösungen

Unsere Kunden profitieren von der zeitnahen Umsetzung der Vorhaben durch hoch qualifizierte Expertenteams

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team

Umsetzungs-team


Als Lösungsanbieter generieren wir für Sie einen höheren Nutzen für die Umsetzung der Projekte aus einer Hand

Dynamische LösungsentwicklungDynamische Lösungsentwicklung

Interne strategischeTreiber


Wert schöpfendeLösungen


1

23

Time

SH

AR

EH

OL

DE

R V

AL

UE

Business Design Moves

Welche Megatrends verändern meinen Markt?

Welche Wettbewerber sind erfolgreicher?

Welches sind meine attraktivsten Kundensegmente?

Welcher Wert kann dort zukünftig geschaffen werden?

11

Business DesignSelektion


Kernfähigkeiten &Aufbau


Lik

elih

oo

do

f S

ucc

ess

Value Creation if Successful

Business Design 1

Business Design 2

Business Design 3

Welche Ressourcen und Kompetenzen müssen aufgebaut werden?

Wo werden die neuen Rollen und Verant-wortlichkeitenbesetzt?

Welche Lösungen/ Modelle versprechen den größten Zuwachs?

Wie werden sie zeitnah in die operativen Prozesse implementiert?

Skills

Assets

Customer Access

Core Competencies

Business Design RealisierungBusiness Design Realisierung22

Konsistente organi-sationale Systeme


BeschleunigterRoll-out


Time to Payback

Mit welchen Maß-nahmen wirken Veränderungs-prozesse?

Mit welchen Maß-nahmen nimmt der Kunde Six-Sigma-Qualität wahr?

Wie werden die Ver-änderungen in die täglichen Arbeits-prozesse imple-mentiert?

Welche Verände-rungsprozesseunterstützen die Unternehmens-kultur?

Welcher Bereich eignet sich zur Pilotierung?

WachstumsorientierteImplementierung


33

Zeit

Leistungsstufen


Als Lösungsanbieter generieren wir für Sie einen höheren Nutzen für die Umsetzung der Projekte aus einer Hand

Dynamische LösungsentwicklungDynamische Lösungsentwicklung





1

23

Time

SH

AR

EH

OL

DE

R V

AL

UE


Welche Megatrends verändern meinen Markt?

Welche Wettbewerber sind erfolgreicher?

Welches sind meine attraktivsten Kundensegmente?

Welcher Wert kann dort zukünftig geschaffen werden?

11





Lik

elih

oo

do

f S

ucc

ess


Business Design 1

Business Design 2

Business Design 3

Welche Ressourcen und Kompetenzen müssen aufgebaut werden?

Wo werden die neuen Rollen und Verant-wortlichkeitenbesetzt?

Welche Lösungen/ Modelle versprechen den größten Zuwachs?

Wie werden sie zeitnah in die operativen Prozesse implementiert?

Skills

Assets

Customer Access

Core Competencies

Business Design RealisierungBusiness Design Realisierung22





Time to Payback

Mit welchen Maß-nahmen wirken Veränderungs-prozesse?

Mit welchen Maß-nahmen nimmt der Kunde Six-Sigma-Qualität wahr?

Wie werden die Ver-änderungen in die täglichen Arbeits-prozesse imple-mentiert?

Welche Verände-rungsprozesseunterstützen die Unternehmens-kultur?

Welcher Bereich eignet sich zur Pilotierung?



33

Zeit

Leistungsstufen


Strategisches Konzept und Implementierung einer Mobile Business Lösung für den Vertrieb

Symptome und TrendsSymptome und Trends Die Herausforderung des KundenDie Herausforderung des Kunden

• Begrenzter Zugang zu lokalem Vertriebswissen

• Wenig Zeit für Kunden• Hohe Produkt- und Prozessredundanzen• Sehr anspruchsvolle Kunden

• Zunehmende Produkt-, Lösungs- und Service-komplexität

• Hohe Innovationsraten in der Industrie





Unsere LeistungUnsere Leistung

• Führende Mobile-Business-Lösung für die Vertriebsmitarbeiter

• Lösung ist integraler Bestandteil der Kern-prozesse in dem Workflow und ist somit in den täglichen Arbeitsprozessen eines Vertriebs-mitarbeiters integriert

• Inhalte: Wettbewerbsargumentationen von 150 Produkten, Best-Edition-Angebote pro Kunden-segment, strategische Argumentationen in Verhandlungsphasen etc.

• Durchführung der Pilot- und Roll-out-Phase





Das Ergebnis des KundenDas Ergebnis des Kunden

• Produktivitätssteigerungen im Vertrieb durch transparente Strukturen (Vertriebskanäle, Marktsegmentierung)

• Reduzierung von Fehlerquoten durch gesicherten Informationsfluss und Eliminierung von redundanten Schnittstellen

• Stärkung des Image als IT-Dienstleister im Gesundheitswesen durch Best-Practice-Lösung

• Steigerung der Vertriebsfähigkeiten und Kompetenzen (24h Zugang zu Vertriebswissen)





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Mobile internetsubscribers

Mobilesubscribers

Mobile

Fixed

Mobile Internet

Fixed Internet


Strategisches Konzept und Implementierung einer Mobile Business Lösung für den Vertrieb

Symptome und TrendsSymptome und Trends Die Herausforderung des KundenDie Herausforderung des Kunden









Unsere LeistungUnsere Leistung









Das Ergebnis des KundenDas Ergebnis des Kunden









0

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Mobilesubscribers

Mobile

Fixed

Mobile Internet

Fixed Internet


S:SENSE‘s method supports the systematic transformation of ideas into operational results

Dynamic AnticipationDynamic Anticipation

Strategic Migration Insights

Strategic Migration Insights

Future Value Space Mapping

Future Value Space Mapping

1

23

Time

SH

AR

EH

OL

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AL

UE


How do I integrate the mega trends that are changing my market?

In what stage are my competitors?

What are my most attractive customer segments?

What specific value space could add the most value to your business?

11

Business DesignPrioritizations

Business DesignPrioritizations

Key Needs & DevelopmentKey Needs & Development

Lik

elih

oo

d o

f S

ucc

ess


Business Design 1

Business Design 2

Business Design 3

What missing capabilities have to be built up?

Where are the new roles and responsibilities allocated?

What business alternatives assure the most increase in value?

How they are implemented best in the daily workflow?

Skills

Assets

Customer Access

Core Competencies

Business Design RealizationBusiness Design Realization22

Consistent Organi-zational Systems

Consistent Organi-zational Systems

AcceleratedRoll-out

AcceleratedRoll-out

Time to Payback

Where does the change management steps impact the organization?

How we make customers feel six sigma quality?

How should the changes be implemented in the daily workflow?

What type of changes support the organizational culture?

Value Growth ImplementationValue Growth Implementation33

Time

Stages of excellence


Activities

Industry competencies

EnergyEnergy Healthcare und Pharmacy

industry

Healthcare und Pharmacy

industry

Financial servicesFinancial services

EducationEducation

Foundation managementFoundation management

Process oriented innovation solutionsProcess oriented innovation solutions

New Business Design & segmentation solutionNew Business Design & segmentation solution

Synergy and competition solutions for the distributionSynergy and competition solutions for the distribution

HR Performance SolutionsHR Performance Solutions

Knowledge management solutionsKnowledge management solutions

Our customers profit from the promt conversion of the projects through highly qualified expert teams

Conversion team

Conversion team

Conversion team

Conversion team

Conversion team

Conversion team

Conversion team

Conversion team

Conversion team

Conversion team


Introducing flexible performance assessment & target agreement model for employees

Symptoms and TrendsSymptoms and Trends

• Dimensions of an individual compensation system more and more depended on flexible bonus

• Human capital considered as the most important differentiator in emerging markets

• Performance ratio and team achievements are considered as part of the bonus system

• Unions are supporting this ideas by embedding them in their collaborative labour agreements

• Dimensions of an individual compensation system more and more depended on flexible bonus

• Human capital considered as the most important differentiator in emerging markets

• Performance ratio and team achievements are considered as part of the bonus system

• Unions are supporting this ideas by embedding them in their collaborative labour agreements

Clients ChallengesClients Challenges

• Limited access to best employees• Inconsistent resource allocation during extensive

customer projects• Limited time to build up the right capabilities• Unsatisfied customers• Unsatisfied employees

• Limited access to best employees• Inconsistent resource allocation during extensive

customer projects• Limited time to build up the right capabilities• Unsatisfied customers• Unsatisfied employees

Our WorkOur Work The Clients OutputThe Clients Output

• One individual solution for innovative HR management

• Entire concept incorporates the company‘s values and attitudes ready for company-wide implementation

• Efficiency calculation model for flexible and traceable bonus system

• Implementation sheets and process design for team workshops and individual assessment meetings

• One individual solution for innovative HR management

• Entire concept incorporates the company‘s values and attitudes ready for company-wide implementation

• Efficiency calculation model for flexible and traceable bonus system

• Implementation sheets and process design for team workshops and individual assessment meetings

Incentives

Perfor-mance

dimension

Short-term-Bonus

Long-term incentives

Selecti

Identification

Selection

Perfor-mance

dimension

Perfor-mance

dimension

Perfor-mance

dimension

Resultsdimension*

Resultsdimension*

Resultsdimension*

Joint venturer

dimension

Jointventurer

dimension

Individualdimension

1

4

2

3

Projectexample

Projectexample


Symptoms and TrendsSymptoms and Trends Clients ChallengesClients Challenges


Concept development, implementation and execution of a business simulation for Top-Management

• Increasing costs for learning and skill development

• Top-Management development is considered the most important lever in HR programs

• Corporations wants to reduce the costs for learning by increasing the output of training programs at the same time

• Instead of out-of the-box-trainings shift towards customized trainings (mix of hard- and softfacts)


• Top-Management development is considered the most important lever in HR programs

• Corporations wants to reduce the costs for learning by increasing the output of training programs at the same time

• Instead of out-of the-box-trainings shift towards customized trainings (mix of hard- and softfacts)

• Expenses for learning/customers education included travel expenses increased exponentially

• Controlling mechanisms for proven outcomes of a business simulation for the individual hard to track

• The content, specifically the reusability of learnings in the daily work was challenging e.g. for new and complex topics

• Very ambitious target group from 75 countries(cultural diversity)



• The content, specifically the reusability of learnings in the daily work was challenging e.g. for new and complex topics

• Very ambitious target group from 75 countries(cultural diversity)

• Developed concept that meets the expectations of the superior target group (Top 300 Managers) and transfers the new insights/ learnings into operations

• Educational concept for the business simulation was strongly aligned to real business situations and needs within the organization

• Executed and monitored the various business simulations for this target group

• Implementation methodology and customization were key success factors

• Developed concept that meets the expectations of the superior target group (Top 300 Managers) and transfers the new insights/ learnings into operations

• Educational concept for the business simulation was strongly aligned to real business situations and needs within the organization

• Executed and monitored the various business simulations for this target group

• Implementation methodology and customization were key success factors

• Design of one solution from the concept development to the execution (productivity increase within the internal HR department)

• The execution of this business simulation was ranked with the highest score last year in terms of efficiency, learnings taken, transfer of difficult topics

• Reduced on-site training time for this target group by 20%

• Design of one solution from the concept development to the execution (productivity increase within the internal HR department)

• The execution of this business simulation was ranked with the highest score last year in terms of efficiency, learnings taken, transfer of difficult topics

• Reduced on-site training time for this target group by 20%

Projectexample

Projectexample




Concept development, implementation and execution of an Advanced Management Program


• Investment in developinmg entrepreneurial potential is crucial in challenging times

• Monitoring direct learning effects that could be applied into operational practice becomes a key lever for education programs for middle management

• Customized trainings in combination with e-learning, business impact projects are popular


• Investment in developinmg entrepreneurial potential is crucial in challenging times

• Monitoring direct learning effects that could be applied into operational practice becomes a key lever for education programs for middle management

• Customized trainings in combination with e-learning, business impact projects are popular



• Various competencies made it hard to bring the heterogeneous target group to one common level

• Training methodologies before and after the program were missing



• Various competencies made it hard to bring the heterogeneous target group to one common level

• Training methodologies before and after the program were missing

• Introduced concept, delivered content and changed the previous goals of the program towards the real needs of this target group

• Introduced several short business simulations that cover the different learning topics and ensure the effective know-how transfer for the daily work

• Executed and monitored the various business simulations for Europe

• Implementation methodology and high customization were key success factors

• Introduced concept, delivered content and changed the previous goals of the program towards the real needs of this target group

• Introduced several short business simulations that cover the different learning topics and ensure the effective know-how transfer for the daily work

• Executed and monitored the various business simulations for Europe

• Implementation methodology and high customization were key success factors

• Clustered the concept towards the real needs of the target group

• Added additional business impact projects that should be transferred into operations, added e-learning programs for participants to increase their skills e.g. for risk management and forecast planning procedures

• Feedback provided by the participants as well as the learning output exceeded the expectations of the HR department and led to 12% cost savings (eliminating other trainings e.g. for risk/forecast)

• Clustered the concept towards the real needs of the target group

• Added additional business impact projects that should be transferred into operations, added e-learning programs for participants to increase their skills e.g. for risk management and forecast planning procedures

• Feedback provided by the participants as well as the learning output exceeded the expectations of the HR department and led to 12% cost savings (eliminating other trainings e.g. for risk/forecast)

Projectexample

Projectexample




Concept development and launch of the e-learningplatform for physicians in Europe


• Heterogeneous IT-and software provider led to intransparency in the market

• Larger e-learning solution providers dominate the market

• Corporations wants to see a ROI from e-learning• Learning after work is self-evident• Users expect integrated concepts


• Heterogeneous IT-and software provider led to intransparency in the market

• Larger e-learning solution providers dominate the market

• Corporations wants to see a ROI from e-learning• Learning after work is self-evident• Users expect integrated concepts


• Controlling mechanisms for proven efficiency out of e-learning not implemented yet (and cost of sales increased)

• The content, specifically the reusability and accessibility of the organizations‘ intellectual assets should be integral part of the new approach


• Controlling mechanisms for proven efficiency out of e-learning not implemented yet (and cost of sales increased)

• The content, specifically the reusability and accessibility of the organizations‘ intellectual assets should be integral part of the new approach

• Provided concept that allowed physicians fast, efficient learning that is integrated into the mission-critical workflows in hospitals

• Content strategy provided optimal use of the technology available for learner interaction.

• Various course objectives have been mapped to competencies required by the hospital to assure relevant off-the-shelf content (e.g. neurology, cardiology etc.)

• Personalization and implementation methodology were key success factors

• Provided concept that allowed physicians fast, efficient learning that is integrated into the mission-critical workflows in hospitals

• Content strategy provided optimal use of the technology available for learner interaction.

• Various course objectives have been mapped to competencies required by the hospital to assure relevant off-the-shelf content (e.g. neurology, cardiology etc.)

• Personalization and implementation methodology were key success factors

• Design of one e-learning solution helped customers to increase their productivity with the use of the specific modality

• e-learning method applied for describing the use of a complex modality is now used in a similar approach internally for product managers

• Reduced costs of sales by 12%• Introduced solutions with a powerful marketing

campaign that reflected the positive culture for e-learning and increased the company‘s image as a technology-driven solution provider

• Design of one e-learning solution helped customers to increase their productivity with the use of the specific modality

• e-learning method applied for describing the use of a complex modality is now used in a similar approach internally for product managers

• Reduced costs of sales by 12%• Introduced solutions with a powerful marketing

campaign that reflected the positive culture for e-learning and increased the company‘s image as a technology-driven solution provider

Projectexample

Projectexample




Framework and solution development for learning and knowledge management

• Knowledge Management is seen as the key enabler to shift from a product to a solution company

• More and more companies introduce knowledge management to increase their global competencies

• 80% of KM initiatives failed due to high investments in IT solutions and too less attention on human behaviours

• Knowledge Management is seen as the key enabler to shift from a product to a solution company

• More and more companies introduce knowledge management to increase their global competencies

• 80% of KM initiatives failed due to high investments in IT solutions and too less attention on human behaviours

• Heterogeneous understanding of knowledge management aspects in the organization

• Lots of knowledge islands developed over years with no interest of real knowledge exchange

• Existing solutions did not support the company‘s strategy and business processes

• Failed investments with no substantial outcome and increasing market pressure

• Heterogeneous understanding of knowledge management aspects in the organization

• Lots of knowledge islands developed over years with no interest of real knowledge exchange

• Existing solutions did not support the company‘s strategy and business processes

• Failed investments with no substantial outcome and increasing market pressure

• Delivered entire strategic concept and framework for global knowledge management in a decentralized organization

• Concept covered seven web-based solutions that are all embedded in the daily workflows of the specific target groups

• Learning concept and culture change program conducted

• Several Pilots and Global Roll-out Program implemented in 64 countries

• Delivered entire strategic concept and framework for global knowledge management in a decentralized organization

• Concept covered seven web-based solutions that are all embedded in the daily workflows of the specific target groups

• Learning concept and culture change program conducted

• Several Pilots and Global Roll-out Program implemented in 64 countries

• Implemented ONE single solution for knowledge management in the company that connects a global network of innovative employees

• Optimized processes for market research and sales (e.g. € 500,000 savings per year through improved processes)

• Clients approach is considered a bench-mark for best practices in knowledge management practices. The client holds the international award ‚European Solution of the Year 2002‘

• Implemented ONE single solution for knowledge management in the company that connects a global network of innovative employees

• Optimized processes for market research and sales (e.g. € 500,000 savings per year through improved processes)

• Clients approach is considered a bench-mark for best practices in knowledge management practices. The client holds the international award ‚European Solution of the Year 2002‘

Projectexample

Projectexample




Strategic concept and implementation of a entiremobile business solution for sales

• Limited access to sales know-how • Less time for customers needs• High product and process redundancies• Very demanding customers• Increasing product, solutions and service

complexity• High innovation rates in the industry

• Limited access to sales know-how • Less time for customers needs• High product and process redundancies• Very demanding customers• Increasing product, solutions and service

complexity• High innovation rates in the industry

• Leading-edge mobile business solution for the entire sales force to transform local presence into global competitive advantage

• Solution embedded in core business processes and in the daily workflow of each sales person

• Features covered key selling arguments, best-edition offers per customer segment, strategic argumentation lines

• Pilot and entire Roll-out plan conducted

• Leading-edge mobile business solution for the entire sales force to transform local presence into global competitive advantage

• Solution embedded in core business processes and in the daily workflow of each sales person

• Features covered key selling arguments, best-edition offers per customer segment, strategic argumentation lines

• Pilot and entire Roll-out plan conducted

• Productivity increase in sales through transparent sales structure (sales channels, market segmentation etc.)

• Reduction of error quotes through unsecured information flow and elimination of redundancies

• Image increase as IT provider in healthcare though delivering Best Practice solution in the healthcare industry

• Increase of sales competencies and capabilities (24h access to sales know-how)

• Productivity increase in sales through transparent sales structure (sales channels, market segmentation etc.)

• Reduction of error quotes through unsecured information flow and elimination of redundancies

• Image increase as IT provider in healthcare though delivering Best Practice solution in the healthcare industry

• Increase of sales competencies and capabilities (24h access to sales know-how)

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Mobilesubscribers

Mobile

Fixed

Mobile Internet

Fixed Internet

Projectexample

Projectexample




Concept, design and implementation of a global competitive intelligence solution

• Increasing customer demands (innovative and customized solutions, fast reaction times, advanced services)

• Fast innovation cycles• Sophisticated business environment• Limited availability of buying patterns

• Increasing customer demands (innovative and customized solutions, fast reaction times, advanced services)

• Fast innovation cycles• Sophisticated business environment• Limited availability of buying patterns

• Isolated data management in businessunits based on unreliable, hard to access systems

• Inefficient, time consuming maintenance• No common standards for process structure and

screening• No platform available for efficient cross business

interactions• Lack of data security and safety

• Isolated data management in businessunits based on unreliable, hard to access systems

• Inefficient, time consuming maintenance• No common standards for process structure and

screening• No platform available for efficient cross business

interactions• Lack of data security and safety

• Strategy and concept design• First focus on processes, target groups and

content, later on solution

• Strategy and concept design• First focus on processes, target groups and

content, later on solution

• Selected one procedure for global competitive intelligence that supports better decision making within the organization

• Designed overall process, inputs/outputs, selection of target groups and link to business processes

• Created global solution for Competitive Intelligence based on four main levers

• Implemented solution in the organization trained management

• Best Practice solution within the organization

• Selected one procedure for global competitive intelligence that supports better decision making within the organization

• Designed overall process, inputs/outputs, selection of target groups and link to business processes

• Created global solution for Competitive Intelligence based on four main levers

• Implemented solution in the organization trained management

• Best Practice solution within the organization

Projectexample

Projectexample


How we work

1. Detailed business case (goals, stakeholder positions, milestones, economic performance)

2. Professional training proposal (based on the business case) incl. screenshots / first design of the proposed solution

3. We work output-driven (fix and output-driven charge to minimize risks at the customers‘ site)

4. The methods could be reapplied by your AMI team and the participants again and again (Compared to consultancies or training providers, we are leaving our entire knowledge in your organization)

5. We assign experts with training and implementation expertise only

6. We apply in our work the Six-Sigma philosophy (define – measure – analyze – improve – control)

7. We cover over nine languages for training and global Roll-out projects.


S:SENSE GmbHBelfortstr. 3D - 81667 Munich, GermanyPhone: ++49 89 44 42 99 79Fax: ++49 89 48 95 09 45E-mail: [email protected]

Your contact at S:SENSE:

Manuela Mueller

[email protected]: ++49 175 5812392


Academic education

2002 - 2003 The Fuqua School of Business, DukeUniversity, U.S.A. Advanced Management Program for Executive Level

2001 M.I.T. Massachusetts Institute of Technology, Cambridge, Sloan Executive Education Program Entrepreneurship Development

1998 - 1999 University of Rome ‚La Sapienza‘, ItalyPost graduate studies ‚International

Management and Finance‘1993 - 1998 University of Applied Sciences, Munich

4 year degree (B. A.) in Business Administration

Professional experience

since 03/2003 S:SENSE GmbH, Munich. Founder and General Manager

2000 - 2003 Siemens Medical Solutions.Director KnowledgeSharing@MED andBest Practice Sharing

1998 - 2000 Siemens AG, Industrial Solutions and Services, Erlangen. Strategy

Technical Services. Manager New Business

Development and Transformation Excellence

Main focus areas

• Human Performance and Knowledge Management

• Design development, process integration and monitoring of change projects with EVA focus (e. g. Six Sigma)

• Team coaching and team development; individual management coaching

• Implementation and Roll-out for several projects in various cultural environments (e. g. Knowledge management, performance assessment and competitive intelligence solutions)

Specific qualification

• Developed and led several solutions for knowledge management and competitive intelligence in healthcare and pharmaceutical industry

• Six-Sigma-expert (Black Belt)• In-depth experience in content processing and design• Proven track record in management of complex projects• Lecturer for knowledge management and e-learning at

international universities (MBA programs)• Wrote several articles and over 4 book publications on

knowledge intensive topics

Manuela Müller-Gerndt – your expert for concept development, transformation management and international change management projects


Academic education

Boston College, MA Ph.D ProgramSponsored by the U.S. Department for Labour, focused on „work and meaning“

Andover Newtown Theological School, MAMaster of Divinity (M.Div) Program

Pomona College, Claremount, CABachelor (BA) Program


S:SENSE GmbH, Munich, Partner and Coach

Professor at University of Applied Sciences & Munich Business School for Knowledge Management and Strategy

Digital Equipment Corporation's, Head of Organizational Effectiveness Practice

Gray Judson, Inc., Vice President

D. Appleton Co.; Principle of CIM

Scandinavian Institutes of Administration Research (SIAR); Director Boston Office

Board of Directors at CASA/SME

Main focus areas

• Strategies for Transformation and Integration Management

• Organizational Culture and Change Management

• Communication and Conflict Management

• Team Coaching and Team Development; Individual Management Coaching

• Conception and implementation of innovative Integrationand Knowledge management program's e.g. ABB, Alstom, British Telecom, Carl Zeiss, KarstadtQuelle, OptusCable & Wireless, Heidelberger Druck, Intel, Siemens, etc.


• Development and transformation of inflexible organizations of the industrial society towards flexible network organizations.

• Creation of virtual entities at different enterprises. • Expert knowledge about team building, Knowledge

networks and cultural training.• Invited speaker for knowledge management at

international Universities (MBA Program's), publication of numerous Articles & Books to knowledge intensive topics like, Fifth Generation Management, Co-creating through Virtual Enterprises, Dynamic Teaming and Knowledge Networking

Dr. Charles Savage – your expert with focus on executive coaching and mentoring


Academic education

1993 – 1995 University of InnsbruckM.B.A., Master of BusinessAdministration

1987 – 1992 University of InnsbruckUniversity degree in Business

Administration with a special focus on

- strategic management and- service industries


Since 2003 S:SENSE GmbH, Munich. Senior project manager

2001 – 2002 interHeads! AG & Co, Munich. Development of a business

for interim management 1996 – 2001 Managing consultant Cap Gemini Ernst

& Young, Stuttgart1995 – 1996 Interim management of the local agency of a

leading German tour operator in Vienna1986 – 1995 Assistant to the management for a

leading company in the service industry in Austria

Main focus areas

• Strategy & business development

• Business process reengineering & innovation

• Knowledge management and e-learning

• Change management

• Project management

• Team coaching and team development

• Individual management coaching


Responsible for the management of ambitious projects in the financial service industries, e. g.: • Business process reengineering project for the

investment company of a leading German bank• Post-merger integration of the real estate subsidiary

companies of a leading German bank• Business process modeling, implementation and roll-out

incl. trainings in 50 countries• Development of functional specifications• Software assessment and selection – methods and tools,

e. g. CMMI (Capability Maturity Model Integration), knowledge management capabilities for financial services industry

Markus Plischke – your expert for change management content, concept development and transformation business


Academic education


since 11/2004 S:SENSE GmbH, MunichConsultant

2003 Kienbaum Executive Consultants, MunichConsultant

2001 – 2002 Knauf GmbH, MadridLogistic Process Analyst

1999 – 2000 PbS AGAdvisory Service for Organization & HR Planning

1999 Signium InternationalExecutive Staff Coordinator

Main focus areas


Susanne Hörmann – your expert for the execution of organizational development and change management

2003 – 2004 Master of Commerce (Management), University of Wollongong, AustralienField of study: Business Development

1998 – 2003 University of Applied Sciences, Munich4 year degree (B. A.) in Business AdministrationField of study: HR Management

2000 University Diego Portales, Chile

Field of study: International Management

• Organizational Development• Change management and leadership development • Cross cultural management • Organizational structure analysis & business process

reengineering • Solution and scenario development for Human Resource

Development and Management• Knowledge Management and Transfer• Post merger integration with specific focus on soft factors

• Execution of international cultural change projects• Knowledge in department establishment and

Organizational development. • International experiences in different executive search

consultancies• Deep knowledge of leadership theory and practice• Experiences in Human Resource Management • International experiences in change intensive projects in

automobile, construction, healthcare, Trade & Finance Sector, as well as personal agencies.


Michael Lewrick – your expert for the execution of integration management and change intensive projects.

Academic education

since 2005 Napier University PhD ProgramField of study: Innovation Management

2003 – 2004 Bristol Business SchoolExecutive MBA ProgramField of study: General Management

1999 – 2002 Munich University of Applied SciencesField of study: Business and IT

IPAG Nice, École Supérieur de CommerceField of study: International Management

1998 – 1999 State University of New York, BCC


since 11/2004 S:SENSE GmbH, Germany 2004 Automotive Industry Development Center,

South Africa2003 – 2004 Allianz Global Risks Asia Pacific, Singapore 2002 Siemens Information and Communication

Mobile, Germany2001 Siemens Procurement and Logistic Services

East Asia, Singapore2000 G+J Business Channel GmbH, Germany1999 BSB Bank & Trust New York, USA1996 – 1998 Raiffeisenbank Feldkirchen bei München eG,

Germany

Main focus areas

• Merger & Acquisitions

• Change management international projects

• Strategic business development with emphasis of cultural change & reinforcement

• E-learning integration & implementation

• Knowledge Management & Management of Business Resources (HR, IT, Finance)

• Business Process Reengineering/ Optimization

• Market entrance strategies


• Extensive international experience in the automotive, finance & insurance, telecommunication, logistic, publishing, and banking sector.

• Implementation of complex and change intensive projects.• Business acumen for customer service and the

establishment of service standards. • In-depth knowledge of personnel and cultural aspects of

resistance to change• Working Knowledge about M&As with focus on Cultural-

Due Diligence• Execution of post-merger integrations


Academic education

1993 - 1995 Ph.D., Technical University Chemnitz

1988 - 1990 M.B.A. Program, Washington StateUniversity, U.S.A.

1983 - 1987 University of Applied Sciences, Munich4 year degree (B.A.) in

BusinessAdministration


Since 2003 S:SENSE GmbH, Munich. Advisory Board member

2001 - present Chair in Business Administration and Corporate Strategy, University

of Applied Sciences, Munich.1996 - 2001 GE Capital. Various Management Positions,

last position: Marketing Director Europe for GE Americom.

1993 - 1996 Siemens AG, Public Communications Network Group; Strategy and Turnaround Management

1990 – 1993 Vebacom Duesseldorf. InvestmentManagement and M&A

Main focus areas

• International aspects of Knowledge Management

• Transformation Management

• Mergers & Acquisitions

• Entrepreneurship

• International Marketing for emerging markets

• Quality Management Techniques, e. g. Six-Sigma


• In-depth understanding of learning mechanisms, their efficiency and business impact

• Published various articles and books related to this topic• Led many change management and learning initiatives

within GE Capital• Strong leadership skills for projects with heterogeneous

cultural settings

Prof. Dr. Thomas Peisl – your expert for didactics, inter-national change management trainings and media mix


Academic education

1991 – 1996 Northern Arizona University, FlagstaffB.A. International Affairs and German

1993 – 1994 Gerhard Mercator University, DuisburgExchange Student


Since 2003 S:SENSE GmbH, Project Manager2002 – 2003 Freelancer, Change Factory Munich2001 – 2002 Siemens AG, ICN nCubator; Marketing and

Research Manager for nCubator ventures. 2000 – 2001 Siemens AG, ICN e-Business program

Trendscouting Editor/Strategy Manager1999 – 2000 Siemens AG, Business Transformation

Partners. Global Editor for theknowledge management

project.1997 – 1999 Siemens AG, ICN IB VM

Webmaster and Information Manager for the International Sales Force

Main focus areas

• Trend scouting and Research Performance

• Strategy and Human Performance Management

• Implementation of culture change methodologies

• Team coaching and team development

• Implementation and Roll-out for several projects (e. g. Boot camp for ShareNet, Co-founder of InnoActive, a joint initiative for motivating employees to focus their innovative powers to support business goals)


• In-depth experience in content processing and design• Strong people and team skills • Proven track record in innovative content design for

specific target groups• Developed several training materials, e. g. e-training

Joggers for ShareNet, the nCubator and the e-biz team • Familiar with cultural diversities e.g. african, south

american, european, asian or american cultures

Audra Stewart – your native English speaking expert for international change management trainings


Rudolf Pöppl – your expert for action based coaching

Academic education

1980 – 1984 University of RegensburgStudy of Mathematics with

emphasis on Finance and Assurance

1984 – 1986 University of Pforzheim and Ecole Superioredu Commerce Dijon

2000 – 2001 Open University Business SchoolExecutive Management

Training


Since 2003 S:SENSE GmbH, Munich. Senior project manager for Coaching

2001 – 2002 Project Management Partners, Partner for Strategic Project Management

2000 – 2001 Associate Partner, Solution Providers GmbH, Key Account Manager for Deutsche Bank AG

1995 – 2000 Principal Consultant, Göhringer & Partner, Change Projects with Deutsche Bank AG, Dresdner Bank AG, Deutsche Telekom AG

1993 – 1995 Managing Director, IFS GmbG (RWE Company). Change Agent for Preussen

Electra1987 – 1993 Cap Gemini GmbH, System Analyst

Main focus areas

• Change Management and Coaching

• Action based Learning Principles

• Project Management

• Reorganization and Restructuring

• Business Process Outsourcing

• Strategic Project Controlling

Specific qualification for knowledge management projects

Responsible for the management of ambitious projects in the financial service and automotive industry, e. g.: • Coaching for Senior Management of a Private Bank• Project Management for the global harmonization of compliance tasks for a global financial services provider• Change Management projects for a German Bank• Reorganization of the Management Information System with a subsidiary of a international chemical company in Austria• Action-based Learning projects for a challenging project in

the automotive industry


Joseph Yu – your expert for e-learning and IT-performance

Academic education

1978 - 1982 Worcester Polytechnic Institute (WPI),Worcester, Mass. USA. Completedall courses requirement for Master ofScience, Mechanical Engineering.

1972 - 1976 Worcester Polytechnic Institute (WPI),Worcester, Mass. USA. B.S. MechanicalEngineering


since 1991 Yu Consulting/Partner of S:SENSE1993 – 1995 Gemini Consulting. Managed projects and

teams in supply chain effectiveness andprocess improvement solutions.

1983 – 1991 Digital Equipment Corp. USA & EMEA.Team leader in software innovation and partnership management. Launching of new software products and services.

1980 – 1983 Norton Company. Managed the implementa-tion of a corporate wide design automation & factory automation system

1978 – 1980 Westinghouse, USA. Design Engineer.1976 – 1978 Mobil Oil Corp, USA. Project Engineer.

Main focus areas

• Product development and life-cycle management process re-engineering

• Supply chain process re-engineering

• IT systems consolidation and investment rationalization

• Manage multi-cultural/national projects and work teams

Specific qualification for e-learning implementation

• Experience in e-learning infrastructure implementation for a customer across 26 countries in EMEA incl. working process definition, certification, re-certification process, online testing, student feedback.

• Extended HR expertise in the definition of workforce development process and integration of HR system with e-learning system.

• Represented a customer‘s EMEA organization in the definition of www e-learning specifications and selection of a e-learning system efforts.

• Developed training material, conducted training for customer EMEA countries sales teams in specific vertical industry solution selling.


Academic education

1988 – 1993 University of AugsburgUniversity degree in Business

Administration with a special focus on

- financial services- controlling- organization


Since 1997 Michel-Institut, Munich GmbHPartner

1993-1997 Schitag Ernst & Young Managing Consultant

1989-1992 Siemens-Nixdorf AG, AugsburgCost Analysis Operation

1985-1987 Volksbank SchrambergBanking Trainee

Main focus areas

• Business process reengineering & innovation

• Strategy & Business development

• Controlling

• Project Management

• Business Excellence

• Change Management

Specific qualification forsegmentation management projects

Responsible for the management of ambitious projects inthe financial service industries e. g:• Benchmark Study with insurance companies• Several Business process reengineering projects for

insurance and banking companies• Market study (SWOT-Analysis) for Processing of Credit-

Card in Middle-Europe• Strategic Partnership Assessment in the IT-Service

Industry• Development of accounting systems for IT-Services• Project Audits

Klaus Haas – your expert for industry specific knowledge and transformation management

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