Practically every consultancy claims itself for possessing "implementation ability". But de facto, there are two principal types of consultancies to be found in the market: on the one hand, there are consultancies which focus on their conceptual abilities and on the other hand there are consultancies with a strong focus on project implementation. The second group is considerably smaller than the first group, even though "implementation" inevitably becomes a topic for many consultancies as the clients demand for it. Ever since the foundation of CPC, we have been highly focussing on "implementation" issues. As, according to our experience with customers' projects, the bottleneck is typically not to be found on the conceptual side.

And again, consultancies who focus on "implementation" can be divided into two groups: The first group pursues an approach of implementing changes highly driven by the board of executives - sometimes even "bulldozing their way through". We have learnt from experience that this approach cannot persist in the medium- and in the long run.

The second strategy reflects our approach: We are convinced that any change in the company can only be effective and that we can only realise sustainable changes with our clients if we implement the changes in co-operation with all people involved; i.e. we do not only work with our clients' board of executives but also with their employees. Drafting this admittedly not easy approach as an overall plan, combining it with a new strategic alignment and making it function as a complex change within the company: that defines our competence.

What makes the difference of this competence in detail?

• We understand our clients: organisational (strategies, processes, labour conditions, leadership,...) and personal (mindset, motivation,...)
• We know how to combine these aspects in an operatively effective system, and of course we possess all necessary conceptual and methodological abilities to shape processes, labour conditions, etc.
• We have got persuasive powers - not only with our clients' executive boards, but also with their employees - and we are convinced that changes are only accepted if the consultants function as role models in the areas which need to be changed. Our clients recognise that we are not above lending a hand with implementing these changes.