Reorganization at a national branch of T-Systems

Challenge

T-Systems was looking for a managing director who could take over the leadership of T-Systems Nordics for a limited period. His task would be to restructure the company and raise its profitability. The competition in the industry had become more intense and the Scandinavian subsidiary’s service portfolio lacked a clear profile.

Success

Globalise made a success of the restructuring and in particular of the reorganization of the sales structures. The Globalise manager succeeded in professionalizing the sales processes, both within the company and with regard to the customers, and set up improved sales management.

Interview with
Thomas Leiber
Managing Director of T-Systems Nordics

“T-Systems Nordics had to be examined thoroughly and structured for a strong future.”

What objectives did you set the Globalise manager?

In a difficult market environment, the Scandinavian subsidiary of T-Systems was to be reoriented to improve its profitability. After parting ways with our old managing director, the interim manager’s main task was to ensure that business continued as quickly as possible.

How did the Globalise manager tackle this challenge?

The future local strategy could be analyzed and set up by an external expert from the industry. So it was highly beneficial that our Globalise manager was able to very quickly gain a comprehensive impression of the company. He examined the opportunities that T-Systems had on the Nordic market and assessed the market and sales situations in individual Scandinavian countries in a conservative-realistic manner. Within just a few weeks, we received the first extensive evaluation of the current situation.

“Within just three days, Globalise provided an interim manager who was a perfect fit, with the experience we needed in international restructuring and sales issues.”

Reorganization at a national branch of T-Systems

“The Globalise manager promoted a transparent communication culture and included the team in the decision-making processes.”

When did you start seeing successes?

The reorganization of T-Systems in the Nordic countries began as soon as the sales plan was compiled. Three or four months after the manager began work, our incoming orders already exceeded those of the entire previous year. That meant we had accomplished a significant milestone in terms of risk minimization.

What was the lever for success?

From the entire range of T-Systems services, the Globalise manager concentrated sales activities on just a few portfolio elements and offered these products with more focus. He managed to set up improved sales management.

“On the Globalise manager’s recommendation, we changed our sales strategy and addressed customer groups in a more focused fashion. It worked!”

What were the most important components of the restructuring plan?

The focus was on improving efficiency and reducing costs, but most of all on improving sales and the support of newly acquired customers. That was a key signal: it is easy to cut staff levels in a company but motivating and keeping employees is a critical success factor.

What happened in the phase of transition to the new managing director?

Part of the interim manager’s mandate was to help the international management find and prepare a successor. This transition went completely smoothly. If necessary, the Globalise manager continues to be available for the odd phone call.

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