Take a look at this selection of case studies and projects showcasing the past activities and working methods of Schack International and the resulting achievements .

Focus of Activity

• Activation of international networks

• Development of existing concepts regarding ‘Innovation-Centers’

• Involvement of future investors

• Project-management

• Involvement of StartUp-companies

Achievements

• Establishment and development of the Innovation-Center

• Research-professorship in the Innovation-Center (since 2016)

• Development of new international partnerships

Focus of Activity

• Supporting the management in regards to ‘strategy’ and ‘reorientation’

• Consulting third-party business operation

• Individual coachings of the division managers

• Moderation of the key-workshops regarding ‘management-alliances’ and ‘synergies of competences”

Achievements

• Market positioning and growth of the subsidiary

• Identification with the values of the company and the reorientation

• Strengthening the position of the executives

Focus of Activity

• Conflict Management

• Moderation

• Preparatory workshops for the shareholders

• Involvement of the management

• Overall management of the communication

• Cooperation with an institute for succession based in Stuttgart, Germany

Achievements

• Positioning of the successors within the company

• Introduction of a new company-structure

• Clarification of existing conflicts between the old and new generation

• Strengthening courage and self-confidence of the family members, allowing them to communicate openly

Focus of Activity

• Repositioning of the international management

• Implementation of a ‘reporting line’ between the USA and Germany

• Preparation of the change process ‘chemistry’ within the corporate group

• Active exchange regarding topics on ‘communication within globally operating management teams’ and ‘know-how transfer level 1’

• Implementation of a direct reporting line to the vice president ‘physical sciences USA’

Achievements

• Continuance in the top-management of the organization

• Improvement of the communication within the first executive level

• Clarity regarding topics on ‘personal career’

Focus of Activity

• Turnaround at the site in Germany

• Positioning of the management team within the departments ‘sales’, ‘general management’, ‘research & development’ and ‘marketing’

• Controlling of the internal and external communication, especially between the USA and Germany

• Strategic improvements of the overall performance

Achievements

• Clarity regarding the strategic orientation

• Strengthening of the management team

• Improvement of the inner communication within executive management

Focus of Activity

• Significant influence on the fusion of two corporations within the company group regarding the ‘sales’ department (change project)

• Development of a ‘triple’ management alliance

• Formulation of a concept regarding the transformation of the corporate culture

• Numerous wokshops on topics like ‘change-management’, ‘leadership’, ‘communication’ and ‘quality-management’

• Essential consulting of the executive level regarding ‘foreign affiliations’ (e.g. France)

Achievements

• Establishment of a management alliance

• Improvement of the intercultural competence

• Strengthening the position and growth of the “France-Project”

Focus of Activity

• Creation and development of a ‘service center’ & ‘customer care’ department

• Content related preparation and follow-up of teambuilding actions, as well as organization of periodic project-meetings

• Strategic restructuring of the ‘customer care’ department

• Impovement of the communication behaviour

• Various workshops and individual coachings

Achievements

• Market-oriented positioning of the ‘customer care’ department

• Decrease in staff turnover

• Merging of key competencies

Focus of Activity

• Implementation of structured control processes for projects

• Restructuring of topics regarding ‘management’ and ‘communication’ within the executive board

• Development of management alliances between first and second executive levels

• Workshops and individual coachings regarding the internal and external positioning of the management, as well as value-oriented mangement behaviour

Achievements

• Growth of the sector ‘antibodies & cell therapy’

• Initial success of the products

• Strengthening of the management alliance

• Expansion of the workforce (+100%)

Focus of Activity

• Development of a new working time model

• Implementation of structured controlling processes for the management team in the departments ‘sales’, ‘marketing’, ‘logistics’ and ‘commerce’

• Development of a corporate culture based on trust

• Multi-day workshops regarding ‘mindset-change’ and ‘team-relashionship’

• Individual assessment of the top-level management

Achievements

• Implementation of a trust-based working time model

• Creation of a junior executive program