Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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Open Europe Consulting
Sustainable Business
Strategy 2017-2020
by Andrea Mewaldt
December 2016 / Up-date: December 2017
Content
Introduction 3
1. About Open Europe Consulting 4
1.1. Mission 4
1.2. Value Proposition 4
1.3. OEC Team 5
2. OEC Business Fields 5
2.1 Digitalisation and Industry 4.0 5
2.2. Business Field 1: Internationalisation 6
2.3. Business Field 2: Training & Coaching 6
2.4. Business Field 3: Education Export 7
2.5. Business Field 4: CSR & Shared Value 8
2.6. Business Field 5: Development of Civil Society 8
2.7. Business Field 6: EU Projects and Funding 9
3. OEC Competitive Advantages 11
4. Strategic Regional Foci 12
4.1. Western Balkans 12
4.2. Baltic Sea Region 13
4.3. Central and Latin America 13
5. Business Development 14
5.1 Stakeholder Analysis 14
5.2. Benchmarks of the German Consulting Branch 15
5.3. Business Strategies 16
5.3.1. Business Strategy 1: OEC Project Ownership 16
5.3.2. Business Strategy 2: Cooperation with Foundations and Development Banks 16
5.3.3. Business Strategy 3: Sustainability Reporting as New Consulting Service 17
5.3.4. Business Strategy 4: Competence in Community-Owned Projects 17
1
5.3.5. Business Strategy 5: Scientific Research and Publications 17
5.3.6. Business Strategy 6: Promoting Visibility of OEC Brand and Services 18
5.4. Timeline of Business Development 18
6. Organisational Development 19
6.1 Cloud-based Strategic and Operational Planning 19
6.2. Human Resources Development 19
6.2.1. Team Development, Diversity and Equal Opportunities 19
6.2.2. Further Education 20
6.3. Sustainable Management 20
6.3.1 Declaration of Conformity 21
6.3.2 EFFAS Performance Indicators 21
6.3.2 Materiality and Stakeholder Dialogue 21
6.3.3. Corporate Social Responsibility 22
6.3.4 Compliance 23
6.4. Process Management 23
6.4.1. Quality Management 23
6.4.2. Cloud-based Project Management 24
6.4.3. Project Controlling 24
6.4.4. FinTech 24
6.4.5. External Travel Management 24
6.4.6 IT-Security and Data Protection 25
6.5. Co-Working Space 25
6.6 Trademark 25
6.7. Succession Strategies 25
6.8. Timeline of Organisational Development 26
2
Introduction
This sustainable business strategy was developed in to steps: at first via the participation
of Ms. Andrea Mewaldt, owner and founder of Open Europe Consulting (further in the
text: “OEC”) in the HelfRecht Planning Days for Entrepreneurs in October 2016, and
secondly via a participative enclosure meeting together with the entire OEC Team in
December 2016.
The chosen strategy’s time horizon is manageable and ends together with the EU
Framework 2014-2020, so that the following OEC strategy may consider possible new EU
policies.
The implementation of the strategy is based on sustainable behaviour of OEC
management, consultants and service providers and has to comply with the Declaration
of Conformity of the Sustainability Code.
Furthermore, the implementation of the OEC strategy is supported by the usage of
virtual HelfRecht Planning System “Lead Air”.
Annually, the strategy will get up-dated.
3
1. About Open Europe Consulting
1.1. Mission
With the overall objective to promote economic and social prosperity Open Europe
Consulting mainly operates in Eastern, Central and South-Eastern Europe and German
speaking countries. The company name Open Europe Consulting stands for a
programme aligned to the European idea and its connected democratic values, which
can be realized only in open and mutually respectful communication and cooperation
between people from different countries.
“We empower changes.” OEC empowers the clients for innovation and change. It
streams to expand their clients capacities encouraging them to carefully choose which
kind of consulting services, training or practical support they actually need to implement
a projects. Project ownership of clients and partners, stakeholder involvement,
participation and co-creation from project development to project evaluation is an asset.
By many change processes, it has been shown that OEC successfully manages
complexity of cross-sectoral cooperation between different parties and cultures.
1.2. Value Proposition
Open Europe Consulting is committed to the strategic approach of “Creating Shared
Value” (Porter and Kramer, 2012): our economic activities are targeting to creating at the
same time an added value for society. This means that the generation of economic is
always directly combined with the generation of the social, ecologic or cultural values in
the target countries. In 2001, as pioneers we have already been starting with this
positioning in the consulting market. What in the beginning was unusual and need to be
explained in the meantime became a competitive advantage.
4
1.3. OEC Team
Ms. Andrea Mewaldt began her consulting work in 1991 in Lithuania. Since then, she has
been involved in the process of economic and social development in Europe and
evolved the work with her team, clients and business partners.
The OEC team incorporates professional interdisciplinary skills in the areas of business,
management, politics, social work, education and law. Cultural and linguistic skills of the
international team from Germany, Eastern, Central and South-eastern Europe comes
into the equation of doing successful consulting business. Currently, the entire OEC
team consists of 9 employed and free-lanced consultants and additional of contracted
accounting, tax and marketing offices and IT support.
2. OEC Business Fields
Change management requires attention and it needs a clear vision of all participants
about where to go. Goals are economic, social, ecological and/or cultural. Due to a
careful analysis, together with their clients OEC team daily develops integral solutions -
international, cross-sectoral and sustainable. The following mind maps, regarding to six
practice areas, show the full scope of complexity of OECs` cross-sectoral work together
with their clients and stakeholders.
Whether projects are short- or-long term projects, large or small ones they all need to be
managed well in order to succeed. Mind maps show in detail all services. There is 25
years of business expertise proven by numerous of references.
2.1 Digitalisation and Industry 4.0
Digitalisation and industry 4.0 are the top themes for future development. This thematic
focus is of extraordinary importance with regard to customers’ projects and OEC
organisational development and is part of all business OEC business fields, in industries
and SMEs as well as in civil society, education and science.
5
2.2. Business Field 1: Internationalisation
OEC’s traditional service is business consulting on internationalisation. Based on years
of experience in numerous industries and trade sectors from Eastern, Central and
South-eastern Europe, there is wide network of contacts in various branches and
cooperation with local lawyers, accounting and tax offices or marketing agencies.
2.3. Business Field 2: Training & Coaching
OEC works on preparation of managers and their teams to international responsibilities
and cooperation. It is about providing bespoke trainings tailored to specific needs of a
client, based on corporate or organizational culture.
6
2.4. Business Field 3: Education Export
Open Europe Consulting Company also supports clients that face with shortage of
skilled workers abroad, or the ones that want to export their specific know-how. Thus,
OEC together with their clients creates e. g. vocational training center according to the
latest technological standards. Mind map below shows all the complexity of joint work
with different customers in the consulting field "Education export".
7
2.5. Business Field 4: CSR & Shared Value
Based on the “Tripple Bottom Line” Corporate Social Responsibility (CSR) and Creating
Shared Value are management concepts for sustainable enterprises that take for social
and ecological concerns while doing business. OEC supports their clients in sustainable
management and reporting.
2.6. Business Field 5: Development of Civil Society
Civil society development is essential to building democracy. OEC consults non-
government organisations in their organisational development and creates innovative
lighthouse projects involving various stakeholders also from the public and private
sectors. Projects may promote social, cultural, ecological or educational issues on local
regional, national or international levels.
82.7. Business Field 6: EU Projects and Funding
To support all other OEC business fields in favour of the clients Open Europe Consulting
verifies various private and public funding opportunities. E.g. OEC supports companies
or organisations in settlement of EU projects. This includes e.g. building international
and cross-sectoral partners’ consortia, concept development, writing application or
support in project management while implementation.
9General observing of attached mind maps leads to the conclusion that business fields
mentioned above include some common activities. Interlinks and combinations of
business fields build the required synergies for economic and social development. Both
demand education export for example in combination with business internationalisation
to train local staff and personnel or with building civil society through formal and
informal education. Funding is asked in all business fields and some solution can be
better developed by regional or international cooperation within an EU Project. Going
international can be supported either by intercultural trainings or building international
standards in sales and marketing; or it promotes the HR development of managers in
the non-governmental field. There are plenty of possible combinations to show how
important it is to take care about taking into consideration a broader picture when
working on any change project. Good project management is essential for successful
implementation of the same.
103. OEC Competitive Advantages
It could be stated that OECs` competition includes numerous consulting and training
companies that operate in East, South-East and Central Europe, or German-speaking
countries. But why is Open Europe Consulting successful?
The unique selling proposition (USP) of Open Europe Consulting is European
development as overall target perused by a cross-sectoral approach that may involve
industries, small and medium sizes enterprises, non-governmental organisations, public
institutions, education and science, and politics. OEC is unique due to its comprehensive
change mission towards economic and social prosperity, and due to its consequent
value proposition giving emphasis on participation, democracy, human rights and
sustainability. This is represented by the OEC six business fields that create synergies
towards comprehensive development1.
OEC started its business doing the same and still on going with it. OEC still benefits from
its first movers’ advantage in Central and Eastern Europe, and its trustful relationships
with clients and stakeholders over 25 years long. As well, OEC has been one of
masterminds in cross-sectoral consultancy and a pioneer in building competence in
fields like “CSR and Shared Value Management” or “Education Export”. During the last
years, when these topics reached the core business of many companies and
organisations the profound expertise of Open Europe Consulting is highly asked and
recommended.
The variety of business fields and countries where OEC operates is part of risk
management. Many competitors in same size have the more focused consulting fields
and operate regional, national or binational. In contrast OEC has the wider consulting
portfolio and an international orientation. By this way Open Europe Consulting is able to
balance volatile markets, e.g. during the financial crisis 2009 or with regard to political
change like Russia, Eastern-Ukraine or Turkey as latest examples. At the same the
1
See point 2. OEC Business Fields
11variety of business fields and countries gives the option to grow when all business fields
get steadily developed.
Regarding the business fields “Internationalisation” and “EU Projects and Funding” the
OEC memberships in business organisations like “Global Partners Bavaria” and the
“Forum of Medium-sized Businesses” is very supportive for business stabilisation.
Young professionals appreciate working at Open Europe Consulting due to its market
positioning combining economic and social perspectives. OEC receives more than
enough highly qualified job applications from talents (students and graduates) who
would be glad to join OEC. Thus, Open Europe Consulting is engaged to invite up to
interns from various countries every year, growing a network of young managers in
countries of operation.
4. Strategic Regional Foci
4.1. Western Balkans
For 20 years OEC has been highly committed to rebuild economy and civil society in the
Western Balkan region after Yugoslavia had fallen apart and the destroying war in the
beginning of 90s. In the meantime the development accelerates but deficits in
democracy are growing, and economic development, education and social security are
obviously on-going challenges in a neglected part of Europe. Because OEC has built-up
trust and reliable partnerships in various countries with clients and stakeholders of all
societal sectors, change projects have become one of the main cash cows during last
business years. In the coming years the Western Balkan region will remain a main
regional focus to proceed with on-going processes and to develop new ideas and
solutions for inhabitants’ better life conditions.
124.2. Baltic Sea Region
The second main focus will be the Baltic Sea Region. OEC network in the Baltic Sea
Region dates back to Ms. Mewaldt five years stay in Lithuania 25 years ago. Until 2009
OEC had an office operating in Vilnius that was closed due to financial crisis. However,
the office in Poland continuously kept on working. End of 2016 OEC restarted the
business and revitalized the networks in the three Baltic countries. According to market
analysis together with a professor from the International School of Management in
Vilnius special emphasis will be on social innovation, CSR & creating shared value
projects, e.g. operationalized by community ownership projects (see point 5.4).
Environmental projects are foreseen to be implemented for the entire Baltic Sea Region
Projects including Poland.
4.3. Central and Latin America
The world is one. After 25 years of development in Europe, OEC is going beyond.
Following the strategy of German Government, Open Europe Consulting plans to
expand its operations to Central and Latin American as the third regional focus. The
goals of the German Government and its operative actions to foster cooperation
comprise six broad areas which are in the scope of Open Europe Consulting: 1. Peace
and security; 2. Human rights and the rule of law; 3. Economic and financial policy; 4.
Resources, food and energy; 5. Employment, social affairs and health; 6. Development
and sustainability.2
Preparing for this new business region OEC has employed a new consultant originally
coming from Columbia, with experience in German development cooperation, in
reconciliation processes and economic development.
OEC will start in the region with projects proposals from Global Partners Bavaria
network in the business field of internationalisation. For OEC this business field had
2
Source: Die Bundesregierung. Shaping Globalization – Expanding Partnerships – Sharing
Responsibility. A strategy paper by the German Government.
13dropped out under the EU Framework 2014-2020 (compare table 1, page 14). In contrary
to the framework 2007-2013 during the following funding period, there was no priority
given to internationalisation projects, any more. Thus, much less SME are going
international into CEE and SEE markets; and a price competition between consultancies
started that Open Europe Consulting did not take part in.
Further, Cuba as a communist country that carefully opens his economy towards
international markets is a great chance for OEC to use its competences in a new cultural
and political context. Probably, some public funding can be used to support the
business development in this new and promising regional focus.
5. Business Development
5.1 Stakeholder Analysis
Due to the cross-sectoral OEC business we do have stakeholders from the four
Quadruple Helix fields that are Business, Academia, Civil Society and Governance.
Representing the current status in the following picture the main stakeholder are
depicted, and how close and how important they currently are to OEC.
In the next years we would like to build up closer connections with media and with
development banks. Furthermore, we will increase the number of partnerships with
private foundations.
As described under 6.3 we will hold a stakeholder dialogue each year to better
understand their needs and receive feedback about the OEC services.
145.2. Benchmarks of the German Consulting Branch
In 2016 Open Europe Consulting reached the respective size to be considered by the
Association of German Consultancy (BDU) as a market player that is asked to take part in
benchmark studies of the German Consulting Branch. OEC reached the first category of
250.000 EUR to 400.000 EUR revenues. Until 2020 OEC’s target is to reach the second
from five categories that is defined by revenues of 400.000 EUR to 1 Mio. EUR. OEC aims
to steadily grow in the next four years.
To benchmark and learn from consulting branch competitors OEC is going to introduce
some selected key performance indicators (KPIs) that are suggested by BDU, e.g.
1. Profit-turnover ratio; 2. Revenue per consultant; 3. Degree of capacity utilisation;
4. Education expenditure ratio; 5. Overhead ratio; 6. Profit per partner.
155.3. Business Strategies
5.3.1. Business Strategy 1: OEC Project Ownership
OEC has always been doing consultancy services taking co-responsibility for the clients’
targets. It was for ever since that clients and its partners have a project idea, any
challenge or particular task like an evaluation OEC supports developing, solving and
implementing, also providing capacities and expertise. Even when working on processes,
sometimes on long-term changes, anyway project ownership lies by the client and its
partners.
The consequence of the clearly defined external role has always been limitation in
generating income related to defined time and pricing. Often Stakeholder
communication and project development was not sufficiently paid. In 2016 OEC started
to take full project ownership on behalf of a client. This new role with full project
responsibility brings new options to increase total revenues, to cover overhead cost or
to finance OEC investments within the project budget. Thus, also regarding EU projects
OEC will partly use the opportunity to take project ownership, either as applicant or
partner. This gives OEC the chance to implement own innovative project ideas and to
market them under own brand. Future ownership in EU project goes far beyond the
previous praxis to develop projects and to be involved as expert or evaluator during
project implementation. The aim under strategy 2017-2020 is to implement 1 to 2
projects per anno with OEC ownership.
5.3.2. Business Strategy 2: Cooperation with Foundations and Development Banks
In the field of civil society development and education export main clients of OEC have
been: non-governmental organisations, relief organisations, international organisations,
and development aid. Often, these clients are not able to pay market prices for
consulting due to own budget restrictions, granting guidelines and granting seals. Better
prices in the field are paid by operating foundations, enterprise foundations and
development banks. Thus, until 2020 the cooperation with enterprise foundations will
16be extended and intensified. And with growing revenues (>500.000 EUR) as a
prerequisite OEC will also reach for access to development banks.
5.3.3. Business Strategy 3: Sustainability Reporting as New Consulting Service
Open Europe Consulting has developed a new consulting service within its business field
“CSR and Shared Value”. End of 2016 OEC has got recognized as official training partner
of the German Sustainability Code (Deutscher Nachhaltigkeitskodex DNK).
Based on EU regulation, from 2017 onwards, reporting on non-financial impacts (=
sustainability reporting) is binding for large companies in the European Union. The
German Sustainability Code (DNK) provides an official framework comprising four
reporting areas (strategy, process management, environment and society) described by
20 criteria in total. The DNK is usable regardless of company size, legal form or field of
business. As a minimum standard the Sustainability Code offers advantages primarily to
small and medium-sized enterprises being often part of the industries’ value chains and
therefore being obliged to demonstrate sustainability; as well as to civil society
organizations. Reviewed self-declarations will be published in the DNK database.
5.3.4. Business Strategy 4: Competence in Community-Owned Projects
With view to neglected cultural heritage in Europe and restricted budgets for monument
protection and museums, especially in CEE and SEE countries. Citizens may safe
protected monuments, castles and other cultural heritage by developing concepts for
common good and economic use. OEC will further develop its competences in
community-owned projects from citizen participation, concept development to
financing. This form of specific form of projects will be started at first in the Baltic States.
5.3.5. Business Strategy 5: Scientific Research and Publications
In 2017 Andrea Mewaldt is planning to finish her dissertation in global management. In
selected projects OEC will involve scientific research into project design, probably in
cooperation with Universities or scientific institutes. Target is at least to publish 2 to 3
scientific articles from 2017-2020. Additionally, OEC will support Bachelor and Master
17Theses with regard to OEC business fields. Scientific publications and presentations
show up-to-date professionalism and Open Europe Consulting gains more visibility.
5.3.6. Business Strategy 6: Promoting Visibility of OEC Brand and Services
In 2016 the OEC corporate identity concept was up-dated and OEC Webpage
relaunched. This is the basis for further promotion of OEC brand and services. Starting
from 2017 the segmentation of webpage users will be analysed if they could be acquired
as potential customers, and a respective communication will be started.
Moreover, OEC presentations on business congresses, business networking events,
trade fairs, and scientific conferences will be held. Press articles and advertisement
articles in press and business newsletters will be enhanced. Monthly, OEC news will be
published on OEC Webpage.
As already described the OEC Ownership Strategy also contributes to OEC visibility.
5.4. Timeline of Business Development
Business Strategy 2016/2017 2018 2019 2020
OEC Project Ownership
1 1 1 1
(at least one project per anno)
Cooperation with Foundations
1 1 ongoing 1
(at least 3 more cooperation)
Sustainability Reporting as
Consulting Service 2 2 2 2
(at least 2 clients per anno)
Community-Owned Projects
1 ongoing ongoing ongoing
(at least (1 project)
Scientific Research &
Publications Dissertation 1 1 1
(at least 3 publications).
OEC Visibilty
(at least 3 presentations and 3 3 3 3 3
press articles per anno)
Table 1
186. Organisational Development
6.1 Cloud-based Strategic and Operational Planning
The new HelfRecht online Tool “AirLead” for strategic and operational planning will be
applied by the OEC Management.
6.2. Human Resources Development
6.2.1. Team Development, Diversity and Equal Opportunities
Due to OEC growth development of personnel and international HR management and is
a key issue of strategic importance. Hereby, we support team diversity with regard to
personality and competences.
The management will be extended by a deputy function that will be responsible for HR
development. Measures for diversity and equal opportunities will be developed.
OEC on one hand is going to strengthen its core team, on the other hand and with
regard to cost saving is building a network of freelance consultants from different
countries and with reliable professional background will be built up for stable co-
operation. Freelance consultants are being engaged occasionally whenever necessary,
depending on type of business and special performance required.
With regard to clients interest to mainly assigning senior consultants, and nevertheless
to promote learning by doing in projects with direct client’s contact we install a more
flexible pricing system for junior and senior consultants.
Because digitalisation is newly shaping the entire world OEC as consulting company
needs to build-up competence in “digitalisation and industry 4.0”. This will be reached by
EU projects, participation on thematic forums and conferences and/or further
education. Probably, project staff with qualifications as engineers or IT-specialists has to
be involved.
196.2.2. Further Education
In the classical OEC themes, the owner as the most experienced OEC team member
mostly covered all assignments with back-up and cooperation of other OEC consultants.
To avoid needle eyes in sales and project management in future consultants are given
more assignments with full responsibilities. To enhance the process we will launch an
internal advanced training and mentoring programme in project development and
international project management.
The consultants have to be trained in their role as key accounts. Many clients are
returning back at higher development stages or with new ideas. In target countries with
a strong relationship focus on-going networking is the most efficient and proven sales
strategy for OEC.
The OEC team and freelancers get trained about non-risky travel behaviour due to
political instability or terrorism.
OEC will be taking part in a PDIA Course on State Capability at the John F. Kennedy
School for Governance at the Harvard University.
Summarizing, we state that further education is essential to OEC development and a
respective budget in relation to turnover will be invested. The HR function is responsible
to develop the individual personnel development plans together with the consultant and
to approve specific trainings.
6.3. Sustainable Management
With regard to our value proposition (see point 1.2) the consulting services in the field of
“Creating Shared Value and Corporate Social Responsibility” (see point 5.3.3) Open
Europe Consulting is going to establish an internal function of sustainable management
with final responsibility in the top management.
For the coming years the sustainable management function has to reach the following
targets:
206.3.1 Declaration of Conformity
In 2017 OEC will submit its own Declaration of Conformity published in the databank
of the Council for Sustainable Development of the German Government It covers the
fields of strategy, process management, environment and society.
The Sustainability code comprises overall 20 criteria in the economic, environmental and
social field. Not all of these criteria are material to the OEC business (see 6.3.3). The
tangible actions are described in the Declaration of Conformity (LINK).
6.3.2 EFFAS Performance Indicators
We will report according to EFFAS performance indicators (EFFAS = European Federation
of Financial Analysts Societies). Herefore, two team enclosures will be hold and a
working groups installed.
At the moment we mainly could report on qualitative standards. In 2018 the necessary
quantitative measurements will be stablished.
6.3.2 Materiality and Stakeholder Dialogue
To prepare the sustainability reporting we already prepared the materiality matrix. As
OEC has many different stakeholders we divided them into groups (compare
stakeholder analysis point 5.1).
The materiality matrix illustrates the resulting material issues and their weighting
through matching the level of stakeholder’s expectations (high, intermediate, low) with
its level of relevance for OEC (high, intermediate, low). Consequently, it displays the
importance of material issues as well as intersections and deviations between the
stakeholders’ and OEC’s assessment of the material issues.
21Table 2
Starting from 2018 an annual stakeholder dialogue will be hold asking the stakeholders’
feedback to continuously improve our services according to the expressed needs, in
particular focusing on sustainability issues. We also expect to learn from them and to
get new impulses.
6.3.3. Corporate Social Responsibility
Additional to our value proposition to work according the “Creating Shared Value”
strategic approach, we also want to be committed to the concept of corporate social
responsibility.
Hereby, we are able to support organisations or initiatives which in a team decision we
have chosen for partnership that we are going to develop:
a.) Working in transition and post-conflict countries with our projects we build on the
work of previous actors in humanitarian aid and disaster management. In order to
22recognize the work and innovative ideas in this very demanding field, we will build the
strategic partnership with the organisation Airship Rescue to support the development
of airships that could be the great advantage in disaster missions worldwide
(http://airship-rescue.org). The OEC support comprises the OEC membership in the
association, granting and corporate volunteering.
b.) When purchasing, e.g. office or training supply, or when booking travel tickets or
hotels we are using the gooding platform (www.gooding.de). This gives us the
opportunity to also allocate small grants to a variety of other social or ecological
initiatives that we get acquainted with.
6.3.4 Compliance
Open Europe Consulting is compliant to German Laws and regulations and as well to the
laws and regulations of our target markets. To gain more legal security we establish a
partnership with an external legal advisory office.
This office also will develop our own term of conditions, and will support our
contracting.
6.4. Process Management
To support the intended growth of Open Europe Consulting, OEC reaches out for more
efficiency, accessibility, transparency as well as cost reduction in its inner and external
processes.
6.4.1. Quality Management
For the application in tenders or for the registration in professional databanks for
consultancies often the documentation of a quality system is asked. OEC will get
certified according to ISO Standard 9001 until December 2018.
This opens-up several new business opportunities as accredited consultancy in public
tenders as well as marketing opportunities, e.g. registration in the databanks of the
development gateway foundation (belonging to the World Bank), KFW Bank, Federal
23Office for Economic Affairs and Export Control (BAFA) or in the databank of the initiative
iMOVE (international marketing of vocational education and training).
6.4.2. Cloud-based Project Management
With projects of bigger size and probably OEC ownership the cloud-based project
management becomes more and more important. It supports quality communication
between all parties involved, and a transparent structure and safety in managements of
documents. In international projects the work is independent from place.
Therefore, OEC already brought a timely limited license of the online platform
projectplace and is testing the platform innoecos. Later on, the final decision will be made
which one has the best cost-performance regarding the needs of OEC. All personnel and
partners have to be trained in using the chosen platform.
6.4.3. Project Controlling
With beginning of 2017 a new controlling system for single OEC projects is coming into
place. In projects with OEC ownership unexpected costs may appear when processes
have to be adapted to changing situations. As well costs for travels, accommodation,
conference halls etc. have to be reviewed on regular basis. Cost cutting through taking
various offers into consideration is a need. Finally, the contribution margin of every
project will be controlled.
6.4.4. FinTech
FinTech is e. g. about billing, electronic bookkeeping, bank reporting, communication
with tax offices and insurances, and about investors’ relationship management. Within
the timeline until 2020 Open Europe Consulting will install e-processes regarding all its
financial issues.
6.4.5. External Travel Management
Due to strongly increasing travels of OEC consultants in 2017 Open Europe Consulting
will outsource its travel management. This disburdens the OEC business administration,
24and is also part of the electronic operation systems that Open Europe Consulting is
going to use more intensively.
It works in a way that you can find the cheapest accommodation in certain place or the
fastest transportation from one place to another. Travel documentation and billing is
kept in one hand and online accessible at any time.
6.4.6 IT-Security and Data Protection
With regard to cybercrime IT-security and data protection is considered as an essential
part of OEC digitalisation. The outsourcing to well-protected clouds (see above) is
assumed to be one optional strategy.
6.5. Co-Working Space
To support the innovative co-creation and growth of the OEC Team, together with an
interior architect we prepare a concept for the new office facilities. In 2018 our offices in
Munich will be re-organised and designed as a co-working space for the OEC team.
We are aware to use sustainable materials of renewable primary goods and energy
efficient technology. The internal project is intended to be financed by a loan of the LfA
Förderbank Bayern.
6.6 Trademark
The OEC trade mark will be re-registered Europe wide.
6.7. Succession Strategies
In a long-term perspective up 2027, regarding the age of Andrea Mewaldt the succession
of OEC general management has to be in place. During this strategic period up to 2020
strategies how to proceed have to be defined and implemented in the following years.
One idea already is to install a deputy function for the general management. This
position will be covered in April 2018.
256.8. Timeline of Organisational Development
Organisational Development 2016/ 2017 2018 2019 2020
HelfRecht Planning Instrument “Lead Air”
ongoing ongoing ongoing
(applied by OEC management)
HR Development
a. Team Development and Further Education
ongoing ongoing ongoing
PDIA, project management, key account
b. Diversity and Equal Opportunity Measures
ongoing ongoing
established
c. Project executed by OEC consultants per
2 2 3 4
anno
Sustainable Management
a. Declaration of Conformity to the
Sustainability Code (up-loaded into DNK ongoing ongoing ongoing
databank until end of 2017)
b. Quantitative Measurements established
ongoing ongoing
(acc. EFFAS performance indicators)
c. Annual Stakeholder Dialogue
ongoing ongoing
(Focus groups)
d. Airship Rescue Partnership and goodig.com
ongoing ongoing ongoing
(Corporate volunteering and granting)
e. Compliance
ongoing ongoing ongoing
(legal security, terms of conditions, contracting
Process Management
b. Quality Management
ongoing ongoing
(ISO certification until End 2018)
c. Cloud-based Project Management
ongoing ongoing ongoing
(Establishment and training in 2017)
d. Project Controlling
ongoing ongoing ongoing ongoing
(developed cost centres until March 2017)
e. FinTech
(supported by external expertise)
f. External Travel Management
ongoing ongoing ongoing ongoing
(outsourced until June 2017)
g. IT security and Data Protection
ongoing ongoing ongoing
(further education and expertise involvement)
Co-Working Space
ongoing ongoing
(co-creation of OEC team and interior architect)
Trade Mark
ongoing ongoing ongoing
(Trade mark re-registration in 2017 )
Succession Strategy
ongoing ongoing
(Vice CEO starts April 2018)
Table 3
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