Performance Management

12.02.2015  • Growth- & Value-Strategy

International mobile and fixed network operator


The way how departments and divisions are managed has been clearly developed towards P&L responsibility. Profitability on department level is meanwhile part of individual MBO agreements and therefore no longer only a goal of the company as such but is rather in the interest of each manager – companies within the company are demanded.
To reach this, an efficient way of management is necessary without infuencing the day-to-day business of the individual departments.

Core issues:

  • What are the possibilities to increase the performance of a division without increasing manpower?
  • Which cost reduction potentials can be realised?
  • How can a division be managed on a daily basis without interfering the day-to-day businesss of the individual departments?
  • Where are the growth potentials of the product portfolio?
  • What are the „BIG 5“ 2012-2015?

Our input:

  • Business planning & roadmap (portfolio) management for the whole division
  • Develoment of a growth and value strategy
  • Strategic evaluation of savings potentials based on the overall strategy of the company
  • Detailed analysis of measures helping to achieve targets
  • Implementation (Launch) of identified measures
  • Creation of KPI reportings on a regular basis and of corresponding board presentations


  • Growth of the division by 10%
  • Realisation of savings by 15-20% in the first year without negative influence on performance