Projects
Smarter Innovation Processes at a Telecom Company
A large telecom company was struggling to control innovation budgets. The board used a complex tollgate system: 26 meetings and about 300 decisions per year. HBC proposed a simpler approach: move the budget responsibility to the innovation department.
From 4 to 1 FTE at a Business Control Department
A regional grid operator wanted to reduce the capacity of a business control department from 4 to 1 FTE, without sacrificing quality. HBC developed a data-driven approach to make this possible.
Reorganization without forced layoffs
After a major reorganization, a regional grid operator still had to save 10% FTE on a quarter of its staff. HBC showed that forced redundancies were not necessary, which meant that mandatory reflection could be avoided.
Practical Approach: IT Department Savings Goal
At an IT department of a merged company, a conflict arose over an imposed savings target of 25%. The current management felt misunderstood, because they were convinced that they had always performed well. HBC advised a clear choice: either find a manager who convinced the board of the unrealistic substantiation of the external advice, or try to achieve the target anyway. The second option was chosen.