Leadership. People. Change.
Change management for mid-sized companies: as interim managers, we take on leadership on a temporary basis – so that change isn't just decided, but genuinely lived.
Good preparation and the early involvement of leaders determine acceptance during implementation.
More than half of all change projects fail – especially in execution.
That's why it takes, first, an honest analysis of the starting position and a clear, understandable goal. Even at this stage, it pays to prepare communication and leadership.
For active implementation, leaders are specifically prepared for their role in the change – so they can act effectively during execution.
Now implementation begins within the organization – through the active integration of employees.
This is our method: we live leadership in change ourselves and deliberately involve everyone concerned – for a change that truly takes hold.
No lengthy onboarding, no extra burden on daily business – we take on leadership on a temporary basis, exactly where it's needed.
We don't stop at recommendations. We lead operationally until the change has truly arrived in everyday work.
Experienced across numerous mandates, unburdened by internal politics – for decisions that serve the company.
We don't leave a flash in the pan, but routines, structures and a culture that make change sustainable.
In three consecutive steps, we guide your company through change – from analysis to practice that is lived out day to day.
Together with the company's leadership, we analyse the starting situation and develop a tailored approach with a clear goal – the foundation for any successful change.
We equip managers with what they need to credibly fulfil their role as role models – because only those who live the change themselves can convincingly convey it.
Employees are now actively involved by their managers. The focus is on people and the intended goal – communication is the driving factor for success.
Over 30 years of international leadership experience in industrial and technology companies – active in change management for mid-sized and family businesses for 15 years. We act pragmatically, reliably and close to the people in the company.
Managing Director · Chemical Engineer
Over 25 years of leadership experience in an international chemical group, including five years in France. For 20 years she has led change projects in B2B companies with between 70 and 600 employees – from crisis situations and turnarounds to strategic realignments and digital transformation.
LinkedIn profile
Managing Director · Utilities/Industrial Engineer
Self-employed in change management for mid-sized and family businesses across the 1st to 3rd generation for 15 years. Leading change projects in restructuring, synergies, optimisation, realignment and succession. Before that, 15 years of leadership responsibility in SMEs and large corporations. Diplomatic, strong on implementation, and always close to operational matters.
LinkedIn profileSuccessfully delivering interim mandates for industrial and technology companies in the mid-market for over 15 years. Out of confidentiality towards our clients, we do not disclose names – the results speak for themselves.
Strategy Development, Stabilising Processes and Productivity
Read referenceAfter years of dynamic growth, a family business in project management and engineering services was still heavily centred on its founder. Following health issues affecting the founder, a realignment of the organisation became necessary – the timely availability of qualified staff for client projects was particularly critical.
The decentralised organisation of business units gradually took over leadership and relieved the shareholder. The new organisational structure was fully implemented after 6 months, the business units after 8. Recruitment targets were met 100% in the first year, productivity rose by 7% in the first year and a further 3% in the second, support functions were reduced by 45% without layoffs, alongside business growth of 11% in the first year and 18% in the second.
Implementing Business Strategy and Product Development
Read referenceThe second mandate with this client focused on implementing the business strategy, structured planning of product development, a focus on the supply and product business, and restructuring and optimising decentralised manufacturing.
Stable development of the product business following investment in regulatory approval, structured rebuilding of the project business, increased manufacturing capacity through restructuring and investment, and a more goal-oriented way of working after introducing controlling – the company became more profitable and now operates with a clear forward focus.
Optimising Processes and Organisation, Developing Corporate Culture
Read referenceThe turnaround had been achieved by the end of the first mandate. The next step was to build a detailed strategy for the business areas. However, conflicts increasingly shaped internal collaboration, the working atmosphere was tense, and the younger generation of owners began developing its own leadership style.
More room for a new leadership culture from the 2nd generation of owners, with a gradual increase in managers' sense of ownership. The process-oriented way of working improved oversight and control of the business, and the cross-functional perspective strengthened team spirit and the working atmosphere.
From One-off Production to an Assembly Operation: Focus on Process and Quality Improvement
Read referenceA 2nd-generation family business in special machinery manufacturing had successfully come through the critical phase of a turnaround mandate. The focus now shifted to process optimisation and employee development, as well as product development and pricing policy.
Growth in both business areas, a doubling of assembly capacity within 2 years, and a reduction in warranty claims of almost 50%. The new, standardised pricing policy with double-digit adjustments contributed significantly to the company's recovery.
Business Strategy and a New Organisational Structure
Read referenceAfter the generational handover, all business areas initially continued unchanged. It soon became clear, however, that they were developing very differently – while some areas performed well, others were persistent loss-makers. An outside perspective was needed to bring clarity on future direction.
The new organisational structure led to noticeable, measurable improvements in internal workflows. The clarity created around future business areas and the development of missing competencies brought customer focus and clarity to the company – an acceleration that is still felt today.
The 2nd Generation Enters the Business in a Crisis
Read referenceSupporting the next generation as they entered the family business – at the point when an external managing director departed amid a deteriorating result. Conflicts at shareholder level were affecting the business; a restructuring concept had already been drawn up externally, on the basis of which operational implementation began.
The young 2nd-generation shareholders took over management and earned the workforce's acceptance despite restructuring. The negative economic trend was stopped, results improved by more than 50% after 6 months, profitability was achieved after 2 years, liquidity doubled within 6 months, and headcount was reduced by 25% while retaining key talent.
Conflicts and a Lack of Structure Lead into Crisis
Read referenceA management consultancy brokered a mandate to implement suitable restructuring measures in a critical economic situation. Conflicts between the managing shareholders were blocking internal workflows, and sources of error in production and engineering were adding further strain to order costs.
Higher manufacturing capacity through process-oriented working improved delivery reliability. Profitability doubled within 2 years, double-digit growth, a quickly implemented strategy in product and project business, a positive working atmosphere, and the successful integration of the 3rd generation.
Reducing Infrastructural Risks in Medical Technology
Read referenceAn international medical technology company commissioned a closer investigation of identified infrastructural risks at two sites and the reduction of an existing investment backlog. The business, which had grown over many years within the existing infrastructure, involved significant risks for employees, reputation and finances.
Identification of 9 risk areas within the critical infrastructure and elimination of the 7 main risks within the mandate, while optimising the investment by 23% against the budget plan. Regained the environmental certificate within the set deadline and started a collaboration with an occupational physician.
Securing Genetically Engineered Products After a Takeover
Read referenceAn internationally active US family business commissioned the investigation and securing of infrastructural risks identified in the course of a company takeover. Important research results and genetically engineered products were not adequately secured given the existing storage arrangements.
Concentrating the company's own resources on research and production, qualified outsourcing to secure the genetically engineered products, and coming in 28% under budget for the measures. Built a 24/7 standby structure to secure the identified risks, together with a concept for increasing production capacity.
Sales Structure, Cost and Process Optimisation
Read referenceStrong price pressure and declining margins at a family business in food processing. Passive sales processes and a lack of oversight in order processing and warehouse management put further strain on results – compounded by an unresolved succession between the 2nd and 3rd generation.
A return to revenue growth alongside optimised order processing, a fivefold increase in new-customer acquisition, key-account management with clearly defined terms for 200 regular customers, optimisation of warehouse management and shipping logistics by over 15%, and a clear transition arrangement between the 2nd and 3rd generation.
Marketing and Sales Strategy for a Start-up
Read referenceThe start-up was still entering a new market. It was important to achieve revenue growth at the right pace to quickly utilise existing production capacity – revenue development and sales strategy were not yet sufficient for that.
Direct implementation of a customer-focused marketing and sales strategy with timely controlling to measure success – precisely tailored to a young company entering the market.
Building a Sales-oriented Service Centre
Read referenceIn equipment manufacturing, the sales potential of service offerings was going untapped – the approach to project business and service differed too much. In the cyclical plant business under strong competitive pressure, it wasn't always possible to work cost-effectively, which is why service sales needed to be expanded.
Building an economically independent profit centre for stronger customer loyalty in product and project business, restructuring and establishing a new service organisation with a front office for active customer care. Service team utilisation reached 65% after 4 months and over 90% after 16 months.
Project Management Process in Equipment Manufacturing
Read referenceA family business had an individually grown, inconsistent project management process. To prepare for international business and further professionalise the company, this process needed to be standardised and improved.
Rapid development and rollout of a standardised, company-wide unified project management process.
Product Development, Cost Optimisation – Design to Cost
Read referenceAt a family business in equipment manufacturing, results had come under pressure. Analysis of margins on individual projects showed that manufacturing costs were too high – a qualified interim manager was tasked with identifying potential for project cost reduction.
The structured process analysed every area – engineering, customer requirements and preliminary manufacturing – and delivered savings potential of over 20% in planning, material and manufacturing costs.
Market Positioning and Customer Value
Read referenceAn internationally active service company specialising in technology transfer in the automotive sector wanted to strengthen customer engagement through a professional web presence and document a marketing concept.
A clear market presence for the service company, along with the planning and creation of a new website targeting international automotive manufacturers.
Preparing Market Entry into Germany
Read referenceA French automotive supplier was to be prepared for entry into the German market. Prior to taking on the mandate, the company had no business activity in the German market.
Achieving Qualified Supplier status with a German automotive customer for the first time – an important milestone for the French supplier's further entry into the German market.
Change management encompasses all the measures used to deliberately guide an organisation from its current state to a new, desired one – covering strategy, structures and processes as well as the behaviour of people within the company. What matters is a realistic goal, solid commitment and a sound concept, together with consistent implementation.
Managers carry the change both outwardly and inwardly. They must not only announce it but visibly live it through their own actions. Only when employees see their manager taking responsibility themselves does the acceptance emerge that carries implementation through.
The reasons are varied. Most change concepts are sound in substance – but what's often missing is consistent leadership, processes to embed new routines, and the active involvement of employees. Sometimes the staying power needed to truly anchor a change is also lacking.
We don't stop at giving recommendations. As leadership on a temporary basis, we take on operational responsibility and actually implement the change together with your team – following the three phases Secure, Optimise, Shape.
It begins with a non-binding initial conversation in which we jointly clarify the starting position and framework conditions. Successful change requires a firm shared commitment to the goal – that's why a realistic, trust-based framework matters to us from the very start.
That depends on the scope of the change – from a focused stabilisation phase to accompaniment through all three phases over several months. The duration is tailored together with you to the specific situation.
Especially industrial and technology companies in the mid-market, including many family businesses in their 1st to 3rd generation, facing restructuring, growth, succession or digital transformation.
Sustainable embedding is part of our approach from day one: we don't leave recommendations on paper, but routines, structures and a leadership culture that the organisation continues to carry on its own.
If this page has sparked your interest – we're glad to hear it! Book a non-binding introductory call directly or send us an email at info@l2linterim.de.
