We have supported Hocoma AG – the global market leader in the development, manufacturing, and marketing of robot- and sensor-based devices for functional movement therapy with more than 150 employees worldwide – to significantly increase the effectiveness of global sales and the return to profitable growth.
The sales activities are managed by worldwide branches in the individual regions and by external representatives.
The support focused on the following topics:
Results: With the help of the support and various accompanying measures, sales growth of more than 20% was achieved for the first time in 5 years in 2017, with an expected further increase for the current year. The transition to a stronger emphasis on the market as a driving force for corporate development (in addition to product development) has been initiated.
For Schneeberger AG, a traditional manufacturer of linear technology, there was the necessity to develop a clear and convincing business strategy and to raise the company to a higher level of performance in order to be able to improve its market position.
The collaboration with Mr. Völzke enabled Schneeberger to develop a clear and convincing business strategy within a few weeks, achieve measurable results and initiate consistent implementation with clear milestones. For employees, there is now much greater clarity about the strategic orientation and thus increased motivation to fully support the company. Schneeberger is thus on the way to a successful future and lasting top performance.
We supported the patent department of the Institute for Intellectual Property IGE in Berne with about 70 employees to develop and implement a clear growth strategy in the area of commercial services and to increase the sales capabilities of the team. The particular challenge was that the IGE, as a public institute, has both sovereign and commercial tasks which are clearly to be separated from the former. It was also partly a cultural change project.
As a result, the collaboration resulted in a clearly formulated strategy, including a clear mission, ambitious vision, clear goals and action packages, which will be rapidly implemented. The strategy also included a sharpened positioning in the market. In addition, we were able to further develop the mindset and skills of the team within the framework of marketing and sales coaching, so that further sales potential can be tapped.
At OnAir, an innovative provider of passenger telecommunication solutions for airlines, we have been supporting the CEO and the leadership team to execute its planned revenue growth for each of the following years. Our support started with diagnosis of the current situation at OnAir’s Geneva and Seattle locations and identification of the key improvement areas, which include strategy clarity, leadership effectiveness, efficiency of business processes, and employee commitment. We conducted numerous interviews and helped with a full-fledged employee survey during this phase.
We have been working with the leadership team along a clear roadmap for driving change in all high-potential areas. After three months, the project has already led to several significant improvements, such as a clearer and simpler vision and strategy, a more consistent involvement of the employees, streamlined communication, and increased leadership effectiveness. Further project phases will include the definition of key processes, clarification of roles and responsibilities, structural changes, and the execution of the refined strategy.
For HUBER+SUHNER, a globally active Swiss company for components and system solutions for the electrical and optical transmission of data and energy, there was a need to significantly improve the runtime and reliability of development projects for signal and power cables in the Low Frequency Division.
The collaboration with Volkmar Völzke of New Pace has not only dramatically increased the reliability of development project deadlines, but has also paved the way for improved collaboration, increased transparency and thus created a better starting point for future challenges.
For Infraxis AG - an ambitious international provider of innovative payment solutions - in several workshops and personal mentoring, we have developed a sustainable business strategy (or revised the existing one) and significantly increased the effectiveness of the leadership team.
As an effect, not only the targeted growth is better secured, but also the commitment of the entire team is increased.
For LGT Bank Switzerland, the Swiss branch of a leading private bank based in Liechtenstein, we formulated the strategy for the bank’s repositioning in the market and aligned the regional directors in a consistent strategy implementation process. The key challenge of this project was the identification of possible paths to profitable growth in a mature market characterized by high competition and pressure on margins. In a two-day leadership conference⎯preceded by the diagnosis of the current situations and goals⎯we identified unique differentiators in the marketplace and possible scenarios to strengthen them. The leadership team is now fully committed and inspired to act upon these levers and execute the outlined implementation plan.
For Medair, an international emergency relief organization with over 1,000 employees in six countries, we formulated a consistent global strategy and assisted in its implementation by developing a straightforward execution plan. The project resulted not only in a simple, clear, and ready-to-execute strategy, but also in increased leadership capacity, improved accountability of the leadership team, and enhanced communication channels within the organization for better staff commitment.
For Medair, we have also been transforming the Human Resource function to position it as an internal business partner and effective change agent within the organization. The work has included the discovery and improvement of HR business processes, re-assignment of roles, responsibilities, and process ownership, as well as the introduction of performance indicators. In several workshops, we involved the stakeholders in the diagnosis and the development of more effective and efficient processes, and identified a prodigious number of quick wins. In the following project phases, we will be helping the process owners implement the decided process improvements and support the measurement of progress.
Executive coaching of a senior executive at Amadeus Germany to further develop leadership qualities, delegation skills and reduce workload.
Ziegler Druck's biggest challenge was an extremely challenging market environment with high price pressure and strong competition from abroad. Subsequently, significant orders were lost and the company's own employees lost confidence in the future of the company. It was necessary to initiate a quick and effective turnaround in order to give Ziegler Druck a new perspective and to inspire the entire team.
For the Berne/Mittelland region of LGT Bank (Switzerland) Ltd., we held an impulse workshop with management to identify and train the key levers for better management and measures to significantly increase success. Participants were able to take along a large backpack of new insights and tools that could be used directly to enhance performance and inspire.
For Stamfag AG, a market leader in high-quality technology solutions for punching and cutting technology, we have initiated the necessary strategic realignment with the Board of Directors and the Executive Board. In a lean cooperation, including an intensive workshop, we were able to develop the most important strategic foundations, create innovative opportunities for strategic realignment and generate concrete ideas for focused marketing.
Stamfag AG has thus created an excellent basis for opening up new markets, minimizing business risk and permanently increasing sales and profitability. New Pace will support these further steps if necessary.
Before founding New Pace, Volkmar Völzke worked with SAP, the global leader for business software solutions, on improving the efficiency of the European Field Services organization (consulting and educational services) and the global SME division. The work included best practice sharing among over twenty European branches, diagnosis of process weaknesses in local entities, and process alignment with regional standards, as well as dedicated improvement plans and regular follow-up with each of the subsidiaries.
On a global scale, Volkmar contributed substantially to the international rollout of business process standards in all regions and selected countries, such as the United States, Japan, Argentina, and Latin America. Within the business division of small and midsize enterprises, Volkmar worked on the standardization and implementation of efficient business processes in the United States and Brazil.
For Ecolistec, a Swiss niche player in the construction device market, we developed the key business processes needed for efficiently running the operations and setting the foundations for growth. Working directly with the CEO, we focused on simplicity and scalability of the operational processes, which included development, marketing, sales, production, delivery, and support processes. We also supported the introduction of a quality management system to achieve the ISO 9001 certification.
In a 6-hour workshop for the energy supply company ewl energie wasser luzern, we trained and trained 35 managers including the management on the subject of "Effective decision making, delegating decisions, dealing with wrong decisions". In doing so, we paid particular attention to aspects of decision making that are otherwise ignored, e. g. how increasing decisions reduce employee engagement, what are the real reasons for postponing decisions and why more wrong decisions ultimately lead to fewer wrong decisions.
The workshop focused on practical exercises as well as methods and knowledge that participants can apply immediately in their area of responsibility and with their teams.
Within the framework of top performance mentoring, we supported konplan AG in defining a clear positioning in the market, in developing a strong and ambitious vision and in focusing the management team on the implementation of strategic goals. The CEO sees the outlook for the coming years as extraordinarily positive, also due to the mentoring results.
For Air-On, a dynamic Swiss high-technology company delivering innovative air conditioning devices to the European market, we set the operational foundations for its planned, ambitious growth. The project included the definition of scalable and sustainable business processes in a very short time in collaboration with the process owners, assignment of responsibilities, the identification of appropriate tools, and training of role owners. The scope ranged from all primary core processes, such as marketing, sales, production, and delivery, to supporting processes, such as hiring, budgeting, and quality management. As a result, Air-On can achieve its challenging growth targets and meet the expectations of its shareholders.
For BRP, a world leader in the design, manufacturing, distribution, and marketing of motorized recreational vehicles and powersports engines with more than 6,000 employees, we helped the EMEA leadership team realign the international sales team toward a new business strategy and more sales effectiveness. The engagement in collaboration with Sandler Training included an executive-level workshop at a regional sales conference focused on improved sales techniques, sales processes, and increased customer focus.
For SWICA, one of the leading health and accident insurance companies in Switzerland, Mr. Völzke held an impulse workshop with the management team of the Zurich region to show participants new and challenging ways to achieve top performance. The goal was to leverage the full potential for higher performance, increased commitment and greater proximity to the management team. Among other things, the concept of the six basic human needs and their significance for personal motivation were explained, as well as other methods to achieve ambitious goals were used. In various breakout sessions, the participants were able to implement what they had learned directly and draw conclusions for their own daily use.
The result is not only increased productivity and improved collaboration, but also a better customer interface.
For Capital Dynamics, an independent asset management firm, we supported the Global Head of Business Development in the strategic repositioning of his division by providing⎯in collaboration with our partner company Focus360⎯sales training to the international sales teams. The training included role plays with video analysis and the identification of most urgent improvement needs.
At Valtronic Technologies, a provider of engineering services and the manufacture of sensitive products, we assisted the managing director in his decision making on important decisions for the strategic realignment of the company. Topics included teamwork, employee motivation and best practices for implementing necessary changes.
For ForumEPFL, a leading job fair in Switzerland, we supported the Head of ForumEPFL and his team in achieving significantly higher operational efficiency and a faster ramping of new employees. The project included the mapping of business processes, creation of clarity among different stakeholders, some elements of organizational design, and enablement of team members for implementing the improvements.
At SAP, a Fortune 500 company and global leader for business software with over 50,000 employees in more than forty countries, we have started a project for the Inside Sales Division with the goal of creating a global career progression program for its fast-growing workforce with over 600 employees. The intents of this global project include faster ramping of new employees, clear career paths, higher retention rate, and higher productivity of the division.
In the course of the project, we will align with stakeholders from numerous countries, identify the added value of a career framework for regional and local sales teams, provide a framework and certification program, and initiate the rollout to all regions and countries based on a consistent rollout plan with clear accountabilities.