The services we provide at EBA are as many and varied as are the challenges faced by top management itself - we specialise in strategic consultancy, leadership, change management, and organisational, process and cost management. To ensure that you stay that vital step ahead.
Strategic Consultancy - “Premier league” consultancy
Strategic consultancy is generally seen as a “premier league” consultancy service. It is concerned with business strategy and with top management’s sphere of responsibility. In close collaboration with managers, EBA drafts fast and individual solutions for present-day management concerns.
A company’s business strategy is generally understood as its long-term plan for achieving its aims. A company’s strategy defines what performance commitments are given to which target groups – taking into account the respective business model and the company’s capabilities and resources. Strategic consultancy is of vital importance and in many cases bears the mark of pressure of time. And it provides a company with a decisive advantage over its competitors.
EBA reviews and develops a company’s individual strategy and supports its clients in all matters relating to IT strategy, governance and crisis management. We excel in our analytical power and our capacity to think in context and identify solutions instantaneously.
A company’s IT strategy specifies the increasingly significant financial costs of information technology, ensuring that bad IT investments are avoided and that IT represents added value as far as the success of the company is concerned. It is therefore essential for a company to formulate an IT strategy that is based on its business strategy, and to implement its IT strategy in a focused way.
IT represents a high capital investment dimension for any company, and a high proportion of IT budgets are mismanaged – two good reasons for ensuring that IT outlays do really make a lasting contribution to a company’s success in the long term. A good IT strategy ensures the framework conditions for a company’s IT management, and highlights the scope and direction of future action – ensuring that the company’s long-term aims are achieved.
Governance is also part of strategy. Governance consists of management, organisational structures and processes which ensure (for example) that a company’s Information Technology (IT) supports the company’s strategy and its aims. IT is understood in this connection as being the entire infrastructure as well as the capacities and the organisation which support and underpin a company’s IT. IT governance falls within the sphere of responsibility of the Executive Board, the managers and top management, and is an essential component of the management of a company.
Businesses with a strategy have a decisive advantage.
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Coaching & Leadership - Meaningful and exemplary.
Management qualities often go unnoticed. Except when they are lacking.
“Management” covers all aspects of a business, as quickly becomes evident if employees are or become dissatisfied. Their dissatisfaction will have repercussions which ultimately will affect the company’s customers. If the situation has got to this stage, in the end the performance of the company as a whole will suffer. Changes need to be made well before this stage is reached.
Leadership covers all the special qualities that a manager has to have if he or she is to convince others of the vision, goals and values or modes of action of a company – the qualities that turn a manager into a role model. The “perfect boss” needs to have management qualities.
The world is changing dramatically as a result of globalisation. For a company to be able to adapt to these changes, the most important preconditions are loyalty, self-confidence and a profound conviction on the part of all concerned that the company is only as good as its employees. This constitutes the classic task of leadership.
It is essential right at the start to recognise the simple value of humility. More complicated is the need for analysis – and highly accurate analysis. Good bosses are aware of what their organisation and their employees need, and think creatively and innovatively about the future of both. They know how to motivate people. They are candid about their own strengths and weaknesses. And they work on their strengths and weaknesses – accepting help from outside where necessary. Because leadership does not come from the position a person holds, but from the way he or she behaves.
From the mid 80s onwards, coaching has become increasingly important as a staff development instrument, particularly at management level. Unlike mentoring, in which the main focus is on passing on specialist and organisation-specific skills, coaching is aimed at personality development. Coaching offers objective perspectives and assistance.
With the experts from EBA, you will very quickly gain a good overview of management behaviour within your company, as well as recommendations for further development based on the information we provide.
We are convinced that it is people that make the difference between a company being successful or unsuccessful. This is more complicated than it sounds. It means: “Get out of your comfort zone.” It requires knowledge, experience and flair at the highest level, and – always – fresh ways of thinking about things, and putting company values into practice on a daily basis. The experts from EBA will help you with advice and coaching to improve management behaviour, increase employee satisfaction and ensure your customers remain loyal.
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Process Management - Clear aims. Optimal results.
The more clearly defined your goals and the way you plan to achieve them, the greater your chances of successfully achieving those goals. This principle applies not only within the sporting world, but also in business.
Process management is concerned with defining, structuring, documenting and improving business processes. “Who does what, when, how and with what?” is the central question. Appropriate key performance indicators, as shown for example in a Balanced Scorecard or a Dashboard, are used for improvement and guidance.
IT Service Management
Support in the field of information technology is always in demand. In matters relating to IT, companies really need the assistance and services of experts. The quality of the assistance depends largely on the way the service is used – because ultimately clients see the service provided as a result that is intended to fulfil their needs. Consequently, IT Service Management means planning, controlling and monitoring the quality and scope of the service on a client-oriented, targeted, user-friendly and cost-optimised basis. And the value and associated benefit result from the correct combination of the questions “What is needed?” and “How is it going to be realised?” – the experts from EBA will work with you in deciding how to combine these two aspects.
The basic attitude of a company towards its customers, partners, suppliers and employees is evident from the service it provides. A company’s philosophy, culture and principles are demonstrated in its services. Service also stands for reliability, flexibility and dynamism. There is far more potential in the service principle than is generally thought. Quite simply, service shows the “character of a business”. In today’s competitive environment, service is particularly important. – We will gladly work together with you in defining the service design for your company.
Increase your company’s success with strategically correct processes.
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Organisation Management - Creative organisation. Tailored to your business.
The fast pace of modern business, globalisation and proximity to the customer all require new forms of organisation within companies. As far as business success is concerned, organisation and management are the alpha and omega. Organisation and management are essential for all businesses, and must be structured around people.
Organisation management is concerned with the interconnected functions of the structure of an organisation. Its core functions lie in the conception and implementation of the structural organisation and its operational organisation. These, together with the organisational and employee structure, are reviewed and brought into line with new market-based requirements.
The desired and implemented goals, values and culture of the company are defined together with the goals, values and culture of the employees, their capabilities and their attitudes, and are brought into harmony.
EBA supports you in creating a structure that is flexible and better than that of your competitors, and in structuring your business processes in such a way that the organisation can also be put into practice. This includes having the right employees.
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Change Management - Courage is needed. Now more than ever.
“The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man.” [George Bernard Shaw, Irish author]
Change is difficult to manage. Change can overwhelm a company like a force of nature. At least that was the general thinking until a few years ago. Quite recently people began to realise that change is not an exceptional phenomenon, indeed it is almost the rule. Instead of the threatening potential of change, we are now able to see the tremendous opportunities that the processes of change present us with.
In recent years, “Change Management” has developed into a very important area of management, giving rise to a widely diversified range of tools for managing change processes, ensuring that change is controllable – and above all that you can profit from change.
Projects fail because of people, not methods.
Carrying out change processes with targeted project management. It sounds simpler than it is. Change processes require courage. And above all a strategy and a clearly defined method.
Project management has proved itself as a separate organisational form for tasks that have to be carried out. Why? Because increased complexity and pressure of time have made it impossible to complete tasks and projects using the traditional linear organisation.
Even when dedicated project organisation has been set up, projects are still prematurely abandoned. Managers have to understand that in most cases projects do not fail because of the methods used, but because of the people involved.
The experts from EBA will provide you with professional support in strategic project management and change processes.
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Cost Management - Proactive planning. Lasting success.
During times of economic difficulty, sales figures often fall and sale prices collapse. General cost reductions and reactive measures are a welcome trend, but may also conceal considerable dangers. Although the short-term survival of the company is assured, growth and the expansion of future potential for success are blocked. The risk is that the company may miss out on important developments and lose competitive capability.
To operate profitably, a company needs proactive cost management, oriented both towards the medium to long term (the strategic aspect) and also towards the short term (the operational aspect).
Proactive cost management attempts to incorporate future events into cost planning, at an early stage and on a continuous basis. In addition, it does not focus solely on individual areas within a company, but covers the entire value creation chain of a company (and may even go beyond).
Management key performance indicators
With key performance indicators, goals can be correctly set and plans accurately made. Situations or changes can be described and assessed on the basis of key performance indicators compared over a period of time, in comparison with values derived from experience and guideline values based on requirements – in a Dashboard, a Balanced Scorecard or a key performance indicators report which we develop with you.
As a tool for analysing the competition, benchmarking determines, checks and enhances a company’s market position. Organisations which are in competition with each other are compared. For example, the development of market shares, the ratio of overheads to direct costs or speed of delivery or innovation can be measured by benchmarking. A comparison with organisations which are structurally similar but in different sectors can also produce valuable input – provided the principal elements are transferable to the company’s own sector. – EBA will work with you to create a powerful benchmarking tool and a practical action portfolio.
People, products, services – everything is on the move. Distances are no longer important, but price certainly is. The same goes for procurement, whatever the item in question. Sourcing concepts are more in demand than ever as an essential component of procurement strategy.
The procurement of services which previously have been provided by the company itself is referred to as outsourcing – while the provision of services within a company which has previously procured those services from outside is referred to as insourcing. Be it single sourcing, dual sourcing or multiple sourcing – the sources of procurement are many and varied, and include local, domestic, international and global procurement territories. The experts from EBA will support you in finding the optimal sourcing strategy for your company.
Productivity growth is a central concept of expansion theory, representing a positive change over the course of time in the ratio between output and the production factors (for example labour, capital and environment) deployed. Productivity growth can arise as a result of more efficient work processes, improved organisational structures, optimised framework conditions, technical advances and greater input in terms of labour and capital.
The experts from EBA are your partners for proactive cost management, key performance indicator management and benchmarking, sourcing and productivity management.
Interim Management is also called Management on time
EBA provides frequently in demand management expertise
- to successfully implement projects,
- a vacancy to bridge to permanent occupation,
- to deal with a specific management challenge.
The interim manager brings in addition to the additional management capacity also new, external knowledge and methods into the company, from which all can benefit.
The managers convince through their professional and personal suitability.
The view from outside:
Interim Managers are unprejudiced usually in the assessment of difficult situation in the company as an internal manager. They aim at the implementation and enforcement of the set objectives, without having to accept “false” regardless of internal networks of relationships.
EBA solves difficult management tasks. Whether line, project- or program management.
We deliver results when it matters costs – quickly and reliably.