Corporate development

Forward thinkers focus on business models not only for the near future but also for the long term. Successful corporate development creates visions and forges values. With close links between strategy and operations, it can play a key role in generating a sustainable competitive advantage. Porsche Consulting supports companies in establishing and shaping individual strategies and processes as well as the corresponding organizational forms for structures and processes. We work together with our clients to further develop companies and make them fit for the future – by putting solutions into practice and applying comprehensive programs to achieve measurable results.

Key questions

  • How do we generate a competitive advantage and secure it over the long term?
  • What organizational structure provides optimum support for our business model and our strategy?
  • How do we strengthen our powers of resistance to protect ourselves during critical phases and against external shocks?
  • What programs and initiatives will secure our company’s survival in the short term?
  • How can we increase operational performance throughout the entire company? How can we reliably measure and evaluate it?

Strategies and solutions

Porsche Consulting has an interdisciplinary team of strategists, private equity experts, restructuring specialists, program directors, and industry specialists. We develop sophisticated and visionary strategies, and work together with our clients to put these strategies rapidly into practice. The aim is to raise the value of the company on a sustainable basis.

Developing and implementing strategy: strategies need to be implemented successfully
Strategy development should not simply be viewed as an obligatory management exercise. What counts is their overall integration into all of the company’s functions. This enables the company to generate a lasting competitive advantage, to be flexible, and to increase its value on a permanent basis. A successful strategy is based on analysis, is born of creativity, leads to clarity, and triggers fascination. It can only develop to full effect if it is anchored in the company and communicated in targeted form.

Organizational development and reorganization: focus on processes and people
A company’s organizational form goes hand-in-hand with its strategy and business model. It focuses on processes and provides the best possible support for putting them efficiently and effectively into practice. People are the key to successfully adjusting an organizational form. We therefore place a premium on having an individual change management program accompany these adjustments.

Crisis prevention: going for check-ups
Stress check-ups show whether strategies and organizational forms are crisis-proof. They define potential worst-case scenarios and simulate the chains of consequences that are set into motion. The results are used to create precision crisis prevention programs.

Restructuring: if it reaches that point
Porsche Consulting supports companies when they need to restructure. The consultants identify potential that can be utilized in the short term, and assemble effective initiatives for strategic, financial, and operational recovery. They have developed a catalogue of the top 100 measures for this purpose.

Ever more companies are using highly effective means to combat rising cost pressures: operational excellence. The Porsche consultants’ programs promote this throughout all company departments. This is the precondition for major and sustainable effects. With its “steering wheel for operational excellence,” Porsche Consulting has developed a model that guides the project in six areas:

  1. All measures are closely interconnected with the corporate strategy.
  2. Lean structures: the company retains only its core areas of expertise, and outsources standard tasks. Shorter decisional paths and greater spans of control increase the organization’s efficiency and speed.
  3. Agile processes in direct and indirect company departments ensure flexibility.
  4. Ambitious goals: the company defines specific targets and links these with suitable key performance indicators.
  5. Performance-oriented corporate culture: change management raises the awareness of operational excellence among managers and all staff.
  6. The measures are controlled on a transparent basis with the help of a program management office. Progress can be measured at all times.

Productivity can be increased by as much as 20 percent when companies establish lean organizational structures, efficient processes, and a performance-oriented corporate culture. But how will this show in their controlling results and their profit-and-loss statements? Together with the decision-makers at manufacturing companies, Porsche consultants use all the facts compiled to evaluate existing operational performance. They analyze individual areas such as research and development, purchasing, and production. It is equally important to identify and assess potential effects on EBITDA as well as on working-capital risks and opportunities.

Operational due diligence – looking under the hood
Operational due diligence opens up entirely new exploratory avenues for financial investors in the course of mergers or acquisitions. How realistic is the business plan? What adjustments should be made on the basis of operational risks and opportunities (sales, EBITDA, cash flow)? We advise companies on how to transfer this knowledge to their business planning and how to determine purchasing prices.

Operational analytics – the future is now
Digitalization is making more data available to companies than ever before, but how can this data be used to draw the right conclusions? Our experts bring data from different sources together in a short period of time, and analyze it with the help of special algorithms. These big-data analyses are used to promote growth and to improve productivity and efficiency.

Digitization will have an impact on existing business models, and therefore also change the companies themselves. A “digital agenda” is the best way to formulate the right strategic direction to pursue in this case. It paves the way for greater competitiveness, enhanced agility, and new levels of efficiency.

Digitization is characterized by technological innovation. It has a tangible impact on company structures and leadership culture. Porsche Consulting helps companies master the challenges associated with “two-speed” organizational models.

The keys to actively shaping a digital learning curve consist of continuous feedback and rapid results. In the digital world, a high speed of implementation helps to ensure a competitive edge. Porsche Consulting can be relied upon to help accelerate decision-making processes. This significantly shortens the time needed to put ideas into practice.

Contact

Dr. Norman L. Firchau

President and CEO

One Porsche Drive
Atlanta, GA 30354
U.S.A.
Phone: +1–770–290–3721
E-mail:   Norman.Firchau@porsche.us