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Technologie Management Gruppe Global Resourcing GmbH
Germany
Paul.Gromball@tmg-muenchen.de
www.tmg-muenchen.de
Social Business Evolution
Turning Strategy into Great Performance with
Result-focused Communities
Client Workshop
July 2013
1. Introduction
2. The Challenge
3. The Solution
4. The Result
Agenda
2
1. Introduction: TMG Profile
Mission: Helping our Clients to build successful Social Business Management Solutions
Centers of Competence: Dynamic Competitive Strategies, Social Business Management, Technology
driven Strategic Change, Social Media, Cloud Computing
Facts: , Founded 1987, 70 Experts in Munich, Stuttgart, Karlsruhe
Automotive Engineering
. Industry
3
The Challenge
4
Employees love technology-driven social networks as Facebook, Twitter in their personal lives… … however Companies have had less stellar results replicating that energy with in-house social collaboration of their employees… therefore companies demand a fundamentally different approach to social networking...
The TMG Approach
5
Social Business: Design Elements
Organization & Structure Strategy & Execution Work Space & Technology
Management Alignment
Initiatives & Projecs
Social Business Scan
Result-focused Community
Execution Road Map
Enterprise App Store
Enterprise Social Software
Social Architecture Design Running Social Network
6 6 Quelle: Rita Gunther McGrath, Harvard Business School/TMG
Core Enhancements
Platform Launches
Positioning Options Stepping Stones
Scouting Options
Network Context: Communities
Network Context: Communities
3
3 3
2 Systems Context: Experts
Network Context: Communities
1
The Strategic Solution: Framework
Strategic Alignment of Corporate Initiatives with the
Social Business Management
Social Business Arena
Traditional Management Arena
Market and organizational Uncertainty
Tech
nic
al a
nd
exe
cuti
on
Un
cert
ain
ty
Low Medium High
Low
Medium
High
7
Social Business Scan
• Business Development • Innovation Management • Strategy Execution • Value-Net Management • Growth Management • Global Program
Management • Management
Development • Change Management • Brand Management • Supply-Chain
Outsourcing • International Projects • Knowledge
Management • Go-to-Market Execution • Marketing Management • Customer Satisfaction • Quality Management • Post-Merger Integration • Portfolio- Management
The Strategic Solution: Scan Concept
Core Enhancements
Platform Launches
Positioning Options Stepping Stones
Scouting Options
Social Business Arena Typical Social Business
Initiatives Size of Opportunity
e.g. Re-Engineering
e.g.. Product Development
Tech
nic
al a
nd
exe
cuti
on
Un
cert
ain
ty
Low
Medium
High
Traditional Management Arena
Market and organizational Uncertainty
Low Medium High
8
Social Business Scan:Example
Initiative Objective Impact on 2015 Profits
Impact on 2015 Revenues
Context & Management Approach
Program 1: Enhance core profits and Profitability
Increase core ROA to 10% and RoS to 5.5% in two years
€ 10 Mill € 30 Mill
Program 2: Value Grow Electronics
Increase revenues and profits from expansion of electronic control systems
€8 Mill €145 Mill
Program 3: Value Build EV-Powertrain
Build Revenues of EV-Powertrains
€ 2Mill € 40 Mill
Program 4: Positioning Options
Earmark € 3mil for intelligent drive systems
- € 1 Mill
Program 5: Scouting Options
Earmark €7 Mill to probe new market entry
- € 3 Mill
Program 6: Stepping stone
Acquisition of high-synergy growth firm
€14Mill €430 Mill
Systems Context: Experts
Network Context: Communities
Network Context: Communities
Network Context: Communities
Systems Context: Experts
9 9
Social Business Evolution: Extending the Management Tool Set
Social Business Evolution: Pushing the frontier of business
Organization-Structure
Management Tools for Communication-Processes
Social Business 2.0
Social Business 1.0
Work Space Design
Virtual Work Space
Physical Work Space Matrix Organization
Result-focused Community
Thomas Allen, MIT: “Communication is the best Source of Innovation”
Source: G.W.Henn
2 Systems Context: Experts
3 Network Context: Communities
Result-Focused Community: Design-Principles
10 Source: MIT, Thomas W. Malone et al, Harnessing Crowds: Mapping the Genome of Collective Intelligence
The Organizational Solution
What: Purpose/Goal of the
Network
The 4 Design Principles of Social Business Management
How: Engaging team for
turning Corporate
Programs into action
and results
Goal Outcome
Principles Icon Governance Guidelines
1. Focus
2.Social Accountability
3.Open Feedback
4. Leverage
Focus on key goal & translating the goal into inter-actions
Create a Rhythm of Joint Engagement in Communities
Keep transparent Scoreboards for self-organizing task allocation
Act on Lead Results with high-impact Expertise
11
„Collective Actions“ for achieving goals Result-focussed Community: IT Architecture
The Technology Solution
• Result-Focused Community is a Management Transformation approach in all functions
• Adopting Social Business technologies and collaboration for strategic initiatives of all corporate functions
• Generating gains in effectiveness by bringing the „community of purpose“ together better, faster ,cheaper and with “zero email”
• Community Dynamics as essential ingredient for achieving business goals
• Capturing a higher share of potential of networked Opportunities by balancing Creativity with Organization
• Wining dynamic competitive advantage by flexible reconfiguration of the Network
• Supporting new ways of working
• Focus social interaction on the goal • Social Accountability for Commitments • Open feedback for “Self-Organization” • Leverage the mental Power of employees
Goal
Initiative
• Strategy • Business Development • R&D/Innovation
• Purchasing • Operations • Sales/Marketing
12
Goal
Initiative
Solution Example: Go-to-Market Initiative
Execution Road Map Translating the Goal into Action
Score Board KPI-based Governance
Online Business Netzwerk Social Synergies
Enterprise App Store Access to „codified“ Knowledge
Virtual Work Space Organizations Structure
Go-to-Market
Management Tools of Social Networks
The Outcome
13
Reading and answering e-mail
Searching and gathering information
Communication and collaborating internally
Role specific tasks
Total
28
19
14
39
100
Interaction Workers Tasks
Increased-value added time
Productivity Improvement %
25-30
30-35
25- 35
25- 30
25-30
9,0-11,0
3,5-5,0
5,5-6,5
7,0-8,0
% of average workweek
Goal Outcome
Productivity Gain by 25-30% and achieving planned Goals
14
The Implementation
14
Virtual Work Space Result-based Community
Strong Ties Weak Ties
Organizational Solution Technology Solution
Online Business Network
Strategic Solution
Building the Result-focused Community: Typical Execution Process
Analyses of the Initiative Portfolio
Communities Wave 3
Communities Wave 2
Build Communities: Wave 1
Stage 1 Leadership
Clarity
Stage 2 Launching
Stage 3 Adopting
Stage 4 Optimizing
Stage 5 Habits
Many employees of the TMG clients work together daily on international and cross-functional level to achieve the individual goals of the strategic and operational programs. Our clients want to make sure that each of the individual organizational units can benefit from the skills and knowledge of the other.
However, due to the heterogeneous execution landscapes the traditional management concepts and systems that have worked well for standard processes and systems projects for decades, don´t deliver the results in dynamic business networks. (Chart -page 16)
Most companies are using methods and frameworks that were designed for stable environments based on a single dominant objective—that the purpose of strategy is to achieve a sustainable competitive advantage. However, that time has passed. In order to achieve success in the increasingly interconnected and unpredictable market environment, companies must be able to capture opportunities fast , exploiting them decisively., and moving on even before they are exhausted. Winning dynamic competitive advantages in the future requires continuous reconfiguration within business networks. (From Rita Gunther McGrath, The End of competitive advantage)(Chart page 17)
Research of MIT shows that Designing of Social Networks at Work faces major barriers for adding value to the Business (Chart-page 18)
Companies today typically realize only about 60 % of the potential of these networked Initiatives -despite Social Media-because of lack of Focus, Accountability, Feedback and Leverage (Chart - page 19)
Small, medium and large enterprises searching for new management methods and collaboration solutions for their employees, which complement the existing organization without costly adjustments. New Enterprise 2.0 technologies (cloud computing, social technologies and mobile) are used to improve the situation. As a result, they want to be more dynamic and creative, inspire bright minds and reinforce the new skills of their employees.
2. The Challenge: Achieving Corporate Goals in heterogeneous Execution Landscapes
15
16
The Disciplines of Execution
Average Performance in % of Potential
System Context: Experts
Standard Context:Best- Practice
High Medium
Sustainable Competitive Advantage
Traditional Management
Network Context: Communities
Low
Dynamic Competitive Advantage
Social Business Management
The Execution Performance Challenge(1): Excellence in Execution requires tailored Approaches in
three different Disciplines - Traditional Management and Social Business are complementing each other
• M&A • Customer
Satisfaction • Quality • Exceptions
Innovations Strategy Other Initiatives Restructuring
Goal Goal Goal Goal
What: Corporate Portfolio of
Initiatives
How: ? Execution of Initiatives
for achieving
competitive advantage
16
The Paradigm Shift in Management: The performance in the Network Context falls short because proven methods, tools and incentives of Classic Management don`t work there
Outcome:
1 2 3
17
The Execution Performance Challenge(2): Apply the Unified Execution Portfolio for aligning corporate
initiatives with the right execution approach
17 Source: Rita Gunther McGrath, Harvard Business School/TMG
Unified Execution Portfolio
Market and organizational Uncertainty
Tech
nic
al a
nd
exe
cuti
on
Un
cert
ain
ty
Low Medium High
Low
Medium
High
New Logic Of Strategy: Dynamic Advantage in a
granular Arena
Old Logic Of Strategy: Sustainable Advantage
in an Industry
Core Enhancements
Platform Launches
Positioning Options
Stepping Stones
Scouting Options
Systems Context: Experts
Network Context: Communities
Network Context: Communities
Network Context: Communities
1 3
3 3
2
18
Evolution of Social Business Management: Organizational Structure and Work Space interact to
influence social communication patterns to achieve high performance of execution
18
Building Blocks for Managing Social Networks
Sources of “Good Ideas” For Execution
R&D
Reading
Communication
8%
12%
80%
Organisational Structure Work Space
Old Logic Of Strategy: Sustainable Advantage in
an Industry
New Logic Of Strategy: Dynamic Advantage in a
granular Arena
Source: MIT OCW, Allen 1977 From http.//ocw.mit.edu Managerial Psychology
Thomas Allen, MIT: “Communication is the best Source of Innovation”
More time: Less coordination
Less time: More coordination
1970-2005
Since 2005
Social Business Foundation
“Different Configurations of Info-Sharing”
More than 30m: People don`t talk More than 50m: People don`t talk
Source: G.W.Henn
„Different Forms of Coordination“
Physical Space
Virtual Space
Matrix Organization
Result-based Community
Strong Ties Weak Ties
19
Analysis of Social Business Performance
Analysis of Result-Focused Communities Typical Network Initiatives
• Business Development • Innovation Management • Strategy Execution • Sourcing • Value-Net Management • Growth Management • Global Program
Management • Management Development • Change Management • Brand Management • Supply-Chain Outsourcing • International Projects • Knowledge Management • Go-to-Market Execution • Marketing Management • Customer Satisfaction • Quality Management • Post-Merger Integration • Portfolio- Management
Performance Shortfall: Companies typically realize only about 60 % of the potential of the
Initiatives -despite Social Media-because of lack of Focus, Accountability, Feedback and Leverage
63% Average Realized Performance
37% Loss By Lack of: Focus,
Accountability, Feedback, Leverage
The Dynamic of Social Networks is driven by Interactions of many players- and solutions can not be imposed, rather they arise from the circumstances
Source: connect.BASF - Creating Chemistry with an Online Business Network, BASF SE, taken from: http://de.slideshare.net/basf/connect-basf-onlinebusinessnetwork
Community of Practice
Community of Interest
Community of Information
Result-focused
Communities
moderated
managed
public
Business Community Arena
New Logic Of Strategy: Dynamic Advantage in a
granular Arena
New Logic of Strategy
Companies have the best chance to close this performance gap in network operations through results-focused communities with four technology-enhanced governance principles: (chart on page 21)
Focus: Linking Goals with processes and employees in “social business communities “
(chart on page 22)
Social Accountability: Create a Rhythm of Joint Engagement in result-focused Communities (chart on page 23,24)
Feedback: Creating “situational awareness” with "Lead Measures" , for all in the network to see (chart on page 25,26)
Leverage: Improving the "Lead Measures" by using high-impact expertise
(Chart on page 27.28)
These four governance principles of Social Business Management are used as a road map for building companies' result-focused communities . It is a new concept of strategic management for achieving dynamic competitive advantage .(Chart on page 29)
Based on the Cloud infrastructure and social business technologies (Social Software & Enterprise App Store)) the TMG applications ware deployed as highly standardized and modular "cloud services" into the corporate portal of the TMG client. It includes execution maps, employee profiles, score board, online web conferencing, virtual team rooms and enterprise app stores. For the realization of cloud solutions the data centers of cloud providers in Europe, USA or Asia can be used. (Chart on page 30)
With the result-focused communities dynamic business networks can be created for those who work for the company. On the other hand, the company itself becomes more agile, creative, innovative and thus more powerful in order to secure and repeat dynamic competitive advantages .
3. The Solution: Building successful result-focused communities by merging the four governance
principles of social business management into a cloud-based platform
20
Governance-Principles for Social Business Management
Closing the Network Performance-Gap: Management has the best chance of Success when the 4
Governance Principles are applied for organizing knowledge and creative work to achieve goals
21
What: Purpose/Goal of the
Network
The 4 Governance Principles of Social Business Management
Principles Icon Governance Guidelines
1. Focus
2.Social Accountability
3.Open Feedback
4. Leverage
Focus on key goal & translating the goal into inter-actions
Create a Rhythm of Joint Engagement in Communities
Keep transparent Scoreboards for self-organizing task allocation
Act on Lead Results with high-impact Expertise
How: Engaging team for
turning Corporate
Programs into action
and results
Goal Outcome
Source: MIT, Thomas W. Malone et al, Harnessing Crowds: Mapping the Genome of Collective Intelligence
Designing the Result-Focused Community : Dynamic Linking of Strategy, Process and People
Principle 1: Focus on key goal & translating the goal into (inter)-actions
Forming the social fabric of interaction Cascading the key goal
Program:
Key Goal
Strategic
Choices/
“Quest”
Workstreams
Tasks/
Activities
Community Orchestrator (Chief “Social Architect”)
Project Owner
Workstream Owner
Task Owner
Visibility through Execution Roadmap
Linking of Goal & Structure
Result-Focused Community (Community of shared Purpose)
Go-to Market Strategy
What: Achieving € x Mio
in y years
22
Focus
Linked by Purpose, not friendship or interests
Bo
tto
m-u
p
Co
mm
itm
ents
To
p-d
ow
n
str
ateg
ic d
irec
tio
n
Unified Execution Portfolio Selected Network Initiative
Management of the Result-Focused Community:: Bringing Teams to work together
better, faster, cheaper to enable a Rhythm of Social Accountability to achieve the goal
.
Principle 2: Create a Rhythm of Joint Engagement in Communities
23
Social Accountability
The Organization Structure:
Result-Focused Community
Pattern of Interaction:
Task Allocation
Interaction Rules
Review Scoreboard
Learn from successes and failures
2
1
Report Report on last weeks
commitments
3
Plan Clear the path and make
commitments
Weekly Rhythm of Meetings
The Virtual Work Space:
Usage of the Enterprise Social Software
for easy (re-)configuration of the Network
Online Business Network
• IBM Connections, • Yammer • Share-Point • Atos-BlueKiwi, • Jive • Google+, • Atlassian Confluence • …
Extending the result-focused Community : Reducing „Time-to-Solution” with better collaboration
Extended Online-Collaboration
Strategy Owner
Key Account Owner
Workstream Owner
Task/Activity Owner
24
Tier 1 Innovation
Center
Universities
Car Manufacturer
Material Supplier
Client Members
Client Partner
Client Customer
Extended Cooperation
Strategy Owner
Key Account Owner
Workstream Owner
Task/Activity Owner
Social Accountability
Provide Open Feedback for everyone to see: Drive engagement at all levels by knowing
the score of you and your peers at all times for building trust in the Community
Principle 3: Keep transparent Scoreboards for self-organizing task allocation(1)
Keep Score on Lead Results & Goal
Low Challenge
Medium Challenge
High Challenge
FEEDS
RFQs
Sales Goal
Lead Result 2
Lead Result 1
Identify Lead Results to drive Goal Execution Road Map (Open Reference Frame)
Feedback
Total View
Project View
Workstream View
25
Benefits • Fosters Coordination • Communicates Accurately • Measures Progress • Leverages Effort
26
Situational Awareness: See the impact of the individual interaction and
contribution on the overall goal to optimize the own task allocation
Feedback
Successful Execution Network for guidance: Emerging “Ant Colony” as Result of self-organization of
tasks
Local interaction rules create higher-level results well suited to its environment
Emerging Execution Task Pattern for achieving Results by self-organization
Stoplight Reporting
RED: Concern that
deliverables or milestones will
not be met. No plans in place
to recover the situation
YELLOW: Plan in place to
recover from difficulties.
Indicates some lack of
confidence in plan.
GREEN: Plan exists and
will meet all milestones
and deliverables.
Need Help (e.g. App)
Have Solution (e.g. App)
Principle 3: Keep transparent Scoreboards for self-organizing task allocation(2)
Frequency
Jobs: Act on “Lead-Measures”
Routine
Creative Number
Principle 4: Act on Lead Results with high-impact Expertise(1)
MY APPS
Common Core Apps: produced by/for large Enterprises
Critical Activities/Lead Measures
Choice “in the Cloud”
∑ S
imila
r P
roce
sse
s/Ti
me
Complexity Knowledge-Intensity
Enterprise App Store for codifying tacit knowledge
Universal Interface of personal Business Tooling for
getting things done
27
Creating the “Multi-functional” Specialist by Multiplying the “Mental Power” of Employees
Leverage Give people high impact Apps : Empowering team members to do their jobs by
easy access to Business Tools of the company specific Enterprise App Store
App: Codification for sharing execution tasks
28
App from Enterprise App Store
Leverage Enterprise App Store Example: Easy and affordable Access to high impact Apps enable
local employees not only to execute the Strategy but also to develop the Strategy
Collective Intelligence: Portfolio of local Markets
„Getting Results from Crowds“: Employees as „Strategy Consultants “
Principle 4: Act on Lead Results with high-impact Expertise(2)
Social Value-Creation : By keeping their commitments team members of the Social Execution Network
influence the Lead Results with Apps , which in turn is predictive of success on the Outcome
29
Building-blocks of Value-Creating System for small and large Teams
The Integration of the 4 Governance Principles based on Social Business Technology have helped clients to improve performance in all industries
Open Feedback
Moving the Outcome
Leverage
Scoreboard
Social Execution Network
Focus(1)
Dynamic Execution Roadmap
Influence Lead
Results
Focus(2) Social Accountability
Goal
Economic Team Size: >4-5
Adapt the Strategy as fast as the Business
Focus Feedback Leverage
Management Layer
Technology Solution: Management Layer for Designing and Managing the „Result-focused Community”
30
The Virtual Work Space Model Social Business Organization-Model
Community Of
Practice
Community of
Interest
Community of
Information
Result-focused Communities
moderated
managed
public
60%
15%
25%
Internal External
100% Number of Communities (connect.BASF/Bayer Analysis)
Enterprise Social Network Open Social Network
Source: connect.BASF - Creating Chemistry with an Online Business Network, BASF SE, taken from: http://de.slideshare.net/basf/connect-basf-onlinebusinessnetwork
Source: connect.BASF/TMG
Cloud Computing
Private Hybrid Public
From the individual execution applications an innovative, integrative “Social Execution Platform" is forged, which allows the successful building of result-focused communities. Staff work together in efficient and transparent online communities, regardless of time zones, borders and organizational units. Extensive training is not required. Employees receive high-impact apps for individual functional areas to navigate quickly with the agile management solution.
The potential of corporate programs, is captured in virtual meetings, with real-time feedback and reinforcement of functional skills through apps. A typical Increase is 35% of the Initiative Potential by improving the organizational capability to capturing opportunities fast . (Chart on page 32)
This also leads to a measurable productivity increase of 25 -30% of Knowledge Workers by reducing the e-mail processing, information retrieval / information collection, communication overhead and role-specific time requirements. (Chart on page 33)
The users of the client are enabled to communicate directly without going through emails and attachments.
The rapid implementation possibilities offered by the Enterprise App Store is the basis that new requirements, enhancements and changes can be implemented quickly. With easy access to “consulting apps” employees can even frequently take on the traditional work of external strategy consultants.
The development of excellence in the implementation of strategic and operational initiatives can be achieved by the introduction of focused communities in five steps. Managers are required in addition to their traditional role to become a facilitator, bridge builder and orchestrators (organizers of networking). (Chart on page 34.)
.
4. The Result: Increase implementation success by 35% with less effort
31
Social Technology Impact(1): When applied the 4 Social Cloud Services help to capture the potential
of the business opportunity by supporting the team to do more sophisticated tasks together
Value-added Social Networks Elements
Modular Social Technology Solution
Effects on Execution Team
Focus • Focused on Goal by aligned activities • Clarity of Objective and Role • Building Community of Purpose
Social Accountability • Collaboration for creating personal commitments and sharing expertise
• Creating Social Accountability to progress on the goals
Open Feedback • Highly Responsive through stake in the outcome
• Immediate Open Feedback of actions on the outcome
• Online Learning and self-organization
Leverage • Easy and affordable access to best-practice methods embedded in Apps to master the task
• Putting created and shared knowledge into action..
Cap
turin
g th
e Po
tential o
f the O
pp
ortu
nity
Social Cloud Services for getting things done in Networks
Focus on key goal & translating the goal into inter-actions
Execution Mapping
1
2
3
4
Enterprise Social Software
Create a Rhythm of Joint Engagement in
Communities
Keep transparent Scoreboards for self-
organizing task allocation
Stoplight Reporting
RED: Concern that
deliverables or milestones will
not be met. No plans in place
to recover the situation
YELLOW: Plan in place to
recover from difficulties.
Indicates some lack of
confidence in plan.
GREEN: Plan exists and
will meet all milestones
and deliverables.
Online Social Game
Act on Lead Results with high-impact Apps
Enterprise App Store
32 The Payoff: Client can increased Execution Performance 25 -35% of Initiative Potential with less Effort/Cost
Social Technology Impact(2): Improving Social Productivity and Efficiency of Managers and
Professionals to achieve more for less
Reading and answering e-mail
Searching and gathering information
Communication and collaborating internally
Role specific tasks
Total
28
19
14
39
100
Interaction Workers Tasks
Increased-value added time
Productivity Improvement %
25-30
30-35
25- 35
25- 30
25-30
9,0-11,0
3,5-5,0
5,5-6,5
7,0-8,0
% of average workweek
Goal Outcome
Effects of the Social Cloud Services on Employees
Cloud Services enables consulting and client team become more productive
33
Building the Result-focused Community: Typical Execution Process
Stage 1 Leadership
Clarity
Stage 2 Launching
Stage 3 Adopting
Stage 4 Optimizing
Stage 5 Habits
The leader and the team commit to a new level of performance for the initiative Introduce Cloud Service 1 & 2 to start building a special kind of plan (execution map) and team network (social architecture)
The Team starts the Initiative. (online kick off meeting). Introduce Cloud Service 3&4 to set up the Social Accountability Process.
Team members adopt to the Social Accountability Cycle and new behaviors and networked team learning drive the achievement of the Goal and adopt interactions
The Team shifts to an Social Accountability mindset. The team starts looking for optimizing their performance
When Social Accountability becomes habitual, a culture of excellent network execution is created
Online Monitoring of Results
34
Implementation: 5 steps to set-up the Result-focused Community for achieving execution excellence
and Dynamic Competitive Advantage
Analyses of the Initiative Portfolio
Communities Wave 3
Communities Wave 2
Build Communities: Wave 1
• Apply a comprehensive framework for aligning initiatives with execution approach
– Evaluation parameters – Positioning of Initiatives: – Standard Context – System Context – Network Context
• Tee up Network "candidates"
– Go-to-Market – Innovation – Value-Net – Customer Satisfaction – Other
• Agree on networked initiatives
goals • Strategic Goals • Financial Goals • Quality Goals
• Setup Implementation Waves
34
35
Questions?: Watch Live Presentation of the TMG Road to Social Business
YouTube Link (http://www.youtube.com/watch?v=FTBHJmxtpo0)
E-Mail: Paul.Gromball@tmg-muenchen.de
36
Since 1987, Technology Management Group, Munich, co-founder and Managing Director 1982 - 1986 Phoenix / Schulze pharmaceutical wholesale Board, responsible for sales, marketing and information systems 1979 - 1982 McKinsey & Company project manager, sales enhancement and Restructuring projects at 6 clients in different industries 1972 - 1974 Army, Lieutenant 1964.1967 Escher Wyss GmbH, Ravensburg machinist apprenticeship
2011-2013 Global Manufacturing & Innovation: Design & Management of Social Business Organisation
2003 -2011 automotive supply industry Post-merger integration, design Aftermarket Business
1998-2002 e-commerce start-up for global purchasing of industrial goods Establishment and Management (Chief Executive Officer)1996-1998 Global Realignment cars and spare parts business of a German Automobile manufacturer 1994-1995 International Telecom Company Establishment and management of Eurolog information system 1990-1993 Germany chemical company The realignment of the global logistics management and implementation of SAP 1987-1990 German Lufthansa Global Design global freight information system
Social Profile
Dr. Paul Gromball
1982/83 University
of Karlsruhe, Ph.D.
1977-79 Sloan School
of (MIT) and
Harvard Business
School, Cambridge, USA
MBA
1972-1977 University
of Karlsruhe, Diploma
in Industrial
Engineering
1969-1973 Technical
High School, Stuttgart,
European
Champion"Young
Scientist"
Business Activities:
Selected Project Experience:
Education:
36
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