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Transformations are to be thought of in overarching programmes

  • Projects and programmes, and thus also transformation projects, are increasingly gaining an important share of value creation in companies

  • Projects and programmes require realistic planning and methodical competence in managing and controlling time, scope and budget

  • Measures to modernise IT and digitalisation are key drivers for projects and programmes

Insights

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Reference items

Expert EN- Emanuel Reinecke

Emanuel Reinecke
Senior Transformation Manager
Emanuel
Reinecke

Emanuel Reinecke is a Senior Transformation Manager at CORE. His focus lies on supporting our clients in the fields of IT-strategy and implementation, M&A transactions and managing complex IT-trans...

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Emanuel Reinecke is a Senior Transformation Manager at CORE. His focus lies on supporting our clients in the fields of IT-strategy and implementation, M&A transactions and managing complex IT-transformation projects.

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Expert EN - Leon Kuhlmann

Leon Kuhlmann
Transformation Director
Leon
Kuhlmann

Leon Kuhlmann is Transformation Director at CORE. With his International Business background and several years of experience in agile and traditional project management, as well as knowledge in IT ...

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Leon Kuhlmann is Transformation Director at CORE. With his International Business background and several years of experience in agile and traditional project management, as well as knowledge in IT security, process management and compliance, he supports clients in the implementation of complex IT transformations from strategy development to "go-live". His most recent work includes program initiatives such as remediation of audit findings for IT compliance, a core banking transformation, and an M&A transaction.

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Market situation in Transformation Management

 

Empowering companies to successfully execute IT transformations becomes increasingly significant when we consider that the share of project work in gross value added worldwide has risen from 29% to 40% in just one decade (2009 to 2019). The most important drivers of transformations are the modernisation of IT and digitalisation. The complexity associated with transformations poses major challenges for many companies.

  • Conceptual preparation of project work requires an objective assessment of scope, budget, project duration and required expertise
  • Managing complex projects or programmes with sometimes more than a hundred employees requires methodological competence and structured controlling
  • In the case of projects lasting several years, a regular review of the planning, budget requirements provides transparency on adjustments to the overall planning
  • Strategic goals of the company should be consistently pursued

CORE accompanies its clients from the conception phase to go-live. CORE carries out analyses of the status quo for the topics of IT architecture, IT security, strategy or project or programme management, and derives recommendations for action and measures for identified misalignments. After conducting reviews, we support our clients strategically and operationally in eliminating identified misalignments.
For the diagnosis of programmes, we use our CORE diagnostic framework. For projects or programmes with serious misalignments, CORE supports the implementation of turnaround management.

 

How we approach challenges

 

With frameworks for the analysis and implementation of projects and programmes over the entire life cycle, CORE provides a methodological framework for both successful implementation and the diagnosis of misalignments.
Successfully managed projects and programmes are often characterised by a structured approach to planning, implementation and control. CORE successfully accompanies its clients in transformation projects and combines methodological expertise in steering and management communication with professional support at the operational level.

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