Autor: Diethard Engel

𝗪𝗵𝗮𝘁 𝗿𝗲𝗮𝗹𝗹𝘆 𝘀𝗹𝗌𝘄𝘀 T𝗿𝗮𝗻𝘀𝗳𝗌𝗿𝗺𝗮𝘁𝗶𝗌𝗻𝘀 𝗱𝗌𝘄𝗻

It’s rarely the big strategic questions. Much more often, it’s the small things:

·       Functional interfaces that don’t align
·       Missing pieces of information
·       A lack of structure in execution or customer communication

Surprisingly, management is usually aware of these issues. And yet, decisive action doesn’t follow. That’s where value gets lost.

The difference-maker? Moving from awareness to implementation.

🔍 My role in many projects is exactly that:

·       Identify the real root cause
·       Reconcile countermeasures across functions
·       Align resources
·       Drive swift, focused execution

Because at the end of the day:

👉 Awareness is good — but implementation is king.

If this resonates, and you’d like to exchange perspectives, I’m always happy to connect and discuss how to capture value in your context. Curious how this plays out in your business. I am looking forward to your comments.

5 Questions I Ask Before Starting Any Transformation Program

Before I help a client launch a transformation, I ask these five questions.
If we don’t have clear answers, we don’t start. It’s that simple.

1. What’s the real problem we’re solving?

Be honest. Is it a cost issue? A customer issue? A culture issue?
Transformation without diagnosis is theater.

2. What does success look like — and who defines it?

Is it EBIT margin? Resilience? A new org model?
And whose expectations shape that?

3. Who’s sponsoring the program — and how visible are they?

Without senior ownership, no transformation survives long.
Is leadership ready to lead from the front?

4. What internal resources are available — and what’s missing?

You can’t staff transformation with whoever is free.
Top people make the difference.
My Rule #4: Availability is not a skill set.

5. How will we handle all the “other stuff” we’ll discover?

No plan survives contact with reality. You’ll find other issues.
Have a system for capturing and sequencing them — or they’ll derail your program.

Transformation on Demand

When You Need Impact, Not a Consultant Army

Not every transformation needs a slide-heavy consulting team. Sometimes you need a pragmatic partner who moves things forward with you. That’s what “transformation on demand” is about.

It works when:

  • You have a program but no structure
  • You need momentum without increasing internal workload
  • You want senior impact — not junior staffing

It brings:

  • Clarity on scope, timeline and resources
  • Structured check-ins
  • Hands-on support with just enough documentation
  • An external view, free from internal politics

The value?

You get:

  • Faster progress
  • Focused implementation
  • Better decisions — with less internal distraction

Transformation isn’t about doing more — it’s about doing what matters, in the right order, and with the right energy.

What Makes a Good Carve-Out Plan?

Carve-outs are the open-heart surgeries of business. One wrong move — and the patient bleeds cash, customers, or talent.

Here’s what separates smooth carve-outs from painful ones.

1. Start with a clear scope and end-state

Define:

  • What’s in scope?
  • What’s the NewCo’s minimum viable setup?
  • What must be ready by Day 1?

Ambiguity here creates chaos later.

2. Plan with functions — not just for them

Finance, IT, HR, Operations, Sales
 each team needs to co-design the carve-out.

This avoids surprises and ensures ownership.

3. Build your TSA logic early

Don’t treat TSAs (transitional service agreements) as an afterthought.

Agree early:

  • What services are needed
  • For how long
  • At what cost
  • With what exit logic

4. Address organizational identity

The NewCo isn’t just a legal entity.
It needs:

  • A leadership team
  • Roles and processes
  • A minimum culture and communication backbone

5. Don’t skip the culture and compliance dimension

Align values, define behaviors, and ensure legal basics:

  • Contracts
  • IP rights
  • Licenses
  • Data ownership
  • Code of conduct

The 100-Day Plan for Post-Merger Integration

The deal is signed. Day 1 is coming.What now?

Integration doesn’t start after Day 1 — it starts the moment you realize value isn’t created by signing a contract, but by making two businesses work together.

Here’s how to approach the critical first 100 days.

1. Focus on what matters most first

Not everything at once. Prioritize:

  • Functional (not systems) integration: Finance, HR, IT
  • Stabilizing key operations
  • Customer continuity
  • Leadership alignment

2. Assign a Program Lead who has actual authority

Post-merger integration is not a side project. It needs:

  • A dedicated leader
  • With C-level backing
  • And the time to do the job

3. Design your governance up front

Set up:

  • A steering committee
  • Decision forums
  • Escalation logic
  • Reporting cadence


and stick to it.

4. Communication beats speculation

People hate uncertainty. Tell them what’s changing, what’s not, and when more info is coming.

Silence creates fear.
Structure creates trust.

5. Track and deliver early wins

Confidence builds when people see results.

Pick 1–2 visible improvements and make them real in the first 100 days.
It buys you credibility and momentum.

𝗠𝗲𝘁𝗵𝗌𝗱𝗲𝗻𝗞𝗲𝗻𝗻𝘁𝗻𝗶𝘀 𝘃𝘀. 𝗕𝗿𝗮𝗻𝗰𝗵𝗲𝗻𝗞𝗲𝗻𝗻𝘁𝗻𝗶𝘀 – 𝘄𝗮𝘀 𝘇À𝗵𝗹𝘁 𝗺𝗲𝗵𝗿?

Wenn Unternehmen einen Berater fÌr ein Projekt suchen, höre ich oft dieselbe Frage:

„Kennt er unsere Branche?“

Mein Blick darauf ist differenziert – und pragmatisch:

✅ Branchenkenntnis kann TÃŒren öffnen, Prozesse beschleunigen, Begriffe erklÀren sich manchmal von selbst.

✅ Methodenkenntnis hingegen entscheidet oft darÃŒber, ob ein Projekt ÃŒberhaupt zum Ziel kommt.

Gerade im Bereich „Transformation“ braucht es nicht nur fachliche NÀhe – sondern VerstÀndnis, Struktur, Steuerung, KommunikationsstÀrke und die FÀhigkeit, durch Unsicherheit zu fÃŒhren.

Ich bezeichne mich daher bewusst als 𝘣𝘳𝘢𝘯𝘀𝘩𝘊𝘯-𝘢𝘚𝘯𝘰𝘎𝘵𝘪𝘎𝘀𝘩. Meine Projekte reichen von Chemie ÃŒber Automotive bis zu E-Commerce und Software-QualitÀtssicherung. Was diese Erfolge verbindet?

👉 Ein klarer Plan.

👉 Ein methodisches Vorgehen.

👉 Die FÀhigkeit, FÃŒhrungsteams und Organisation in Bewegung zu bringen.

🔍 Was bedeutet das fÃŒr Auftraggeber?

·       PrÃŒfen Sie fachliche Relevanz – branchenspezifisches Wissen kann helfen, ist aber kein Erfolgsgarant.

·       Fragen Sie: Hat die Person Transformation strukturiert begleitet – oder „nur erlebt“?

·       Bauen Sie eine Exit-Strategie ein: Ein gut definierter Scope, Meilensteine und ein Review-Point nach 30 Tagen geben Ihnen volle FlexibilitÀt.

Mein Rat: Entscheiden Sie nicht fÃŒr oder gegen Branchenkenntnis – sondern fÃŒr Wirkung.

👉 Wenn Sie Ihr Transformationsprojekt auf stabile Beine stellen möchten – mit Klarheit, Struktur und Tempo – freue ich mich ÃŒber Ihre Nachricht.

𝗊𝗹𝗌𝘄𝗶𝗻𝗎 𝗱𝗲𝗺𝗮𝗻𝗱 𝗶𝘀𝗻’𝘁 𝘁𝗵𝗲 𝗿𝗲𝗮𝗹 𝗜𝗿𝗌𝗯𝗹𝗲𝗺. 𝗜𝘁 𝗷𝘂𝘀𝘁 𝗿𝗲𝘃𝗲𝗮𝗹𝘀 𝘁𝗵𝗲 𝗌𝗻𝗲𝘀 𝘆𝗌𝘂’𝘃𝗲 𝘁𝗌𝗹𝗲𝗿𝗮𝘁𝗲𝗱 𝗳𝗌𝗿 𝘁𝗌𝗌 𝗹𝗌𝗻𝗎.

💡 When the order book slows, inefficiencies show. Economic headwinds are exposing the cracks—and let’s be honest, some of them have been there for a while:

🔞 Strategic initiatives that stalled mid-flight
🔞 Integration benefits that never materialized
🔞 Operating costs that feel heavier by the day

CFOs know: The math doesn’t lie. Private Equity sees value erosion on the horizon.

Behind closed doors, leadership teams are asking the right questions:
🔍 Where are the true levers to improve margin and cash flow?
🏭 Which sites, SBUs, or teams are underperforming?
👀 Who’s really driving results—and who’s been coasting?

You want to act—but don’t have the bandwidth or the right transformation lead to drive tough, structured change. Not someone with a playbook. Someone who understands the real business levers.

✅ Yes, transformation comes at a cost.
❌ But not acting comes at a higher one: Eroding EBITDA. Delayed exits. Difficult conversations with shareholders.

👉 That’s where I come in. I support CFOs and PE-backed leadership teams in engineering-heavy businesses by:

✔ Analyzing true business needs and performance—by SBU, region, and individual;
✔ Designing and implementing strategic change programs with operational and financial impact;
✔ Rethinking operating models: portfolio, footprint, org structure, headcount, interfaces, and governance;
✔ Building accountability and execution discipline—faster than internal teams often can.

🎯 The result? A leaner, sharper, performance-driven business—ready for what’s next.

𝗔𝗜 𝗜𝘀 𝗥𝗲𝘃𝗌𝗹𝘂𝘁𝗶𝗌𝗻𝗶𝘇𝗶𝗻𝗎 𝗖𝗌𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗎—𝗕𝘂𝘁 𝗛𝘂𝗺𝗮𝗻 𝗘𝘅𝗜𝗲𝗿𝘁𝗶𝘀𝗲 𝗊𝘁𝗶𝗹𝗹 𝗠𝗮𝘁𝘁𝗲𝗿𝘀

I hear it a lot, and it’s absolutely right: AI is accelerating what took consultants months into days. Companies and advisors are producing business strategies, financial analyses, and transformation roadmaps at astonishing speed—and driving efficiency that was unthinkable a few years ago.

Journalists and industry leaders warn that the consulting business model is under pressure—automation may eliminate traditional fee-based roles, reduce the need for large teams, and even prompt legacy firms to seek new revenue models.

A recent study confirms this trend:

·       38% of consulting firms use AI for data insights and predictive modeling

·       78% expect dramatic changes in consulting practices within five years

·       60% report increased decision-making efficiency thanks to AI

Even so, voices from within the profession stress that transformational impact depends on humans—not just algorithms.

“AI tools 
automate actions while leaving final approval to humans.”

✅ Why Human-Led Implementation Is the Critical Next Step

1. Context & Judgement

AI can generate a strategy—but only humans understand your organization’s true complexity, cultural dynamics, and the informal “rules of the game.”

2. Alignment & Buy-In

Tools can suggest initiatives—but only leaders can build trust across functions, coach people through change, and resolve conflicts.

3. Governance & Accountability

Roadmaps without decision rights, sponsorship, and escalation models fall apart. Someone must own the process end-to-end.

4. Integration with Day-to-Day

AI can optimize plans—but someone needs to embed them into workflows, balance resources, and hold people to account.

5. Culture & Change Management

Transformation only sticks if behavior changes. That takes empathy, leadership, and visible role modeling—things AI can’t deliver.

🎯 My View: The Future is AI + Execution Expertise

I’ve seen business cases go stale, organizational complexity reassert itself, and people resist even the most clever AI-driven plans—simply because structure, governance, and behavior weren’t in place.

The firms and consultants that thrive will be those that:

·       Use AI to speed up insight and analysis

·       Back it up with executive leadership, governance, and human-led execution

·       Invest in training, role clarity, and ongoing alignment

🔗 If this resonates—and you’re evaluating AI-delivered strategy or need help driving implementation—let’s connect.

I help teams go from insight to impact with structured, focused transformation programs.

𝗪𝗵𝗮𝘁 𝗬𝗌𝘂 𝗡𝗲𝗲𝗱 𝘁𝗌 𝗞𝗻𝗌𝘄 𝗕𝗲𝗳𝗌𝗿𝗲 𝗬𝗌𝘂 𝗟𝗮𝘂𝗻𝗰𝗵 𝗮 𝗧𝗿𝗮𝗻𝘀𝗳𝗌𝗿𝗺𝗮𝘁𝗶𝗌𝗻: 𝗊𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝗖𝘂𝗹𝘁𝘂𝗿𝗲, 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝗮𝗻𝗱 𝗖𝗌𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁

Before the first project plan is drafted or the first team is briefed, there’s a crucial moment in every transformation: The decision to truly commit.

This decision doesn’t happen in a spreadsheet. It happens in the minds of the leadership team — often with hesitation, sometimes with resistance, and ideally, with resolve.

Here’s what you need to know before launching your transformation.

1. Admitting there’s a problem is the first sign of strength

It’s not easy for any leadership team to say: “This isn’t working.”
Especially when the same team has led the business to where it stands now.

But this is the strongest move a management team can make: Recognizing that the tools, structures and behaviors that once worked may no longer serve the organization.

Transformation begins the moment you admit that business-as-usual is no longer an option — and that you won’t solve tomorrow’s problems with yesterday’s playbook.

2. Don’t do it alone – and don’t start without a plan

Often, leadership teams first try to manage transformation with internal resources only. The thinking is understandable: “We know our business best. Let’s just reorganize a bit, cut some cost, maybe launch a project
”

And this usually leads to three outcomes:

  • A scattered list of initiatives without a unifying strategy
  • Fatigue from employees who don’t see coherence or leadership
  • A loss of momentum and credibility

That’s why it’s smart — not weak — to bring in external support at the right moment.

An experienced transformation advisor can:

  • Bring structure, methods and governance
  • Connect strategy to operations
  • Act as a neutral moderator when internal dynamics get in the way
  • Keep the focus where it matters, and challenge when needed

3. Start with culture – or risk losing traction

You can define new structures, processes, and KPIs. But if you don’t address culture, change will never stick.

Culture isn’t just about values on a wall — it’s about how people behave when no one’s looking.

Before launching your transformation:

  • Identify what drives your current culture (habits, incentives, stories)
  • Define a target culture that matches your future ambition
  • Run it by employees to gain feedback and ownership
  • Lead by example — the top team sets the tone
  • Invest time — cultural change runs on a different clock than project plans

4. Clarity is the currency of transformation

When you kick off your transformation, people will look for answers:

  • What’s changing?
  • Why now?
  • How will this affect me?

If your answers are vague or inconsistent, people will fill in the blanks — and resistance will grow.

Set up a strong communication rhythm from the beginning:

  • A clear narrative of the transformation
  • Regular updates and transparent decision-making
  • A way to raise concerns and celebrate wins

5. You don’t need to have all the answers – but you do need to lead

Your employees aren’t expecting perfection. They’re expecting leadership, clarity, and consistency.

It’s okay to say: “We’re still working through this — but here’s what we know, and here’s what’s coming next.”

In transformation, trust is built one honest conversation at a time.

If you’re thinking about a transformation, don’t just plan tasks — create commitment.

And if you need a thought partner to structure your approach, challenge assumptions, and turn strategy into action — let’s connect. Happy to exchange perspectives.

𝗛𝗌𝘄 𝘁𝗌 𝗠𝗮𝗞𝗲 𝗮 𝗧𝗿𝗮𝗻𝘀𝗳𝗌𝗿𝗺𝗮𝘁𝗶𝗌𝗻 𝗣𝗿𝗌𝗎𝗿𝗮𝗺 𝗊𝘂𝗰𝗰𝗲𝗲𝗱 – 𝗪𝗵𝗮𝘁 𝗬𝗌𝘂 𝗥𝗲𝗮𝗹𝗹𝘆 𝗡𝗲𝗲𝗱 𝘁𝗌 𝗞𝗻𝗌𝘄

Every transformation starts with urgency and good intentions. But success? That takes structure, clarity, and consistent leadership. Here’s what truly matters when setting up your transformation program:

1. Start with alignment at the top

Transformation starts with clarity — not just motion.

Before launching workstreams or assigning tasks, hold a kick-off workshop with the C-level and key leaders. This is where momentum begins:

  • Align on the vision, timeline, and goals
  • Identify risks, challenges, and opportunities
  • Map initial governance, key roles, and resource needs
  • Create shared understanding — and shared commitment

Without this foundation, transformation efforts drift or stall before they even begin.

2. Resource the program with the best people

My Rule #4: Resource your program with top people
𝘈𝘷𝘢𝘪𝘭𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘪𝘎 𝘯𝘰𝘵 𝘢 𝘎𝘬𝘪𝘭𝘭 𝘎𝘊𝘵. Transformation is not business as usual — it’s a high-stakes, high-visibility program that demands experience and credibility.

Whether internal or external, transformation leaders must be:

  • Strategically minded, but operationally grounded
  • Cross-functional in thinking and respected across levels
  • Clear in communication and decisive in delivery

If that person is not already in your organization, bring them in.

3. Narrow the focus — then stay focused

Successful transformation is about doing less, but better.
Trying to fix everything at once leads to overload, frustration, and poor execution.

  • Prioritize 3–5 focus areas
  • Phase initiatives into realistic timelines
  • Set milestones that allow you to review and adapt

It’s better to deliver one major improvement than to manage ten disconnected projects.

4. Define roles, governance, and feedback loops

People don’t resist change — they resist confusion.

Build a program structure that enables decision-making and accountability:

  • Who owns each workstream?
  • What gets escalated, and where?
  • How do we measure progress and act on it?

Establish regular reviews, steer proactively, and course-correct early.

5. Actively shape the culture you need

No transformation sticks without cultural alignment.

Culture isn’t just “how we do things” — it’s what gets rewarded, what gets ignored, and what behaviors leadership tolerates.

To make culture part of your transformation:

  • Identify what drives your current culture (habits, legacy, leadership styles)
  • Define a target culture aligned with your strategic goals
  • Run it by employees and listen to feedback — you’ll gain trust and valuable insight
  • Lead by example: behaviors at the top set the tone
  • And most importantly: take your time
    Culture change takes quarters — not weeks. But it’s the multiplier that makes everything else stick.

6. Communicate, communicate, communicate

Even the best strategy fails if people don’t know what’s happening.
Communicate progress regularly. Celebrate quick wins. Address concerns. And be visible.

The best transformation leaders don’t just manage — they narrate the journey.

If you’re kicking off a transformation, don’t just act — lead.
Build clarity, earn trust, and create a structure where change becomes reality.