Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
Open Europe Consulting

 Sustainable Business

  Strategy 2017-2020
          by Andrea Mewaldt

   December 2016 / Up-date: December 2017
Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt

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

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt

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


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.

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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.

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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.
Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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.

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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".

Open Europe Consulting Sustainable Business Strategy 2017-2020 - by Andrea Mewaldt
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.

2.7. 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.

General 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.

3. 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


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

    See point 2. OEC Business Fields
variety 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.

4.2. 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

 Source: Die Bundesregierung. Shaping Globalization – Expanding Partnerships – Sharing
Responsibility. A strategy paper by the German Government.
dropped 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.

5.2. 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.

5.3. 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


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

be 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
Theses 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

6. 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.

6.2.2. 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


6.3.1 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.

Table 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


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

recognize 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

( 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 ( 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


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


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

Office 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,

and 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.

6.8. 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
c. Project executed by OEC consultants per
                                                        2           2         3         4
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
                                                                  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

You can also read
Next slide ... Cancel