Zero Email: How Result-focused Communities help reduce Email

Technologie Management Gruppe Global Resourcing GmbH

Germany

[email protected]

www.tmg-muenchen.de

Social Business Evolution

Turning Strategy into Great Performance with

Result-focused Communities

Client Workshop

July 2013

1. Introduction

2. The Challenge

3. The Solution

4. The Result

Agenda

2

1. Introduction: TMG Profile

Mission: Helping our Clients to build successful Social Business Management Solutions

Centers of Competence: Dynamic Competitive Strategies, Social Business Management, Technology

driven Strategic Change, Social Media, Cloud Computing

Facts: , Founded 1987, 70 Experts in Munich, Stuttgart, Karlsruhe

Automotive Engineering

. Industry

3

The Challenge

4

Employees love technology-driven social networks as Facebook, Twitter in their personal lives… … however Companies have had less stellar results replicating that energy with in-house social collaboration of their employees… therefore companies demand a fundamentally different approach to social networking...

The TMG Approach

5

Social Business: Design Elements

Organization & Structure Strategy & Execution Work Space & Technology

Management Alignment

Initiatives & Projecs

Social Business Scan

Result-focused Community

Execution Road Map

Enterprise App Store

Enterprise Social Software

Social Architecture Design Running Social Network

6 6 Quelle: Rita Gunther McGrath, Harvard Business School/TMG

Core Enhancements

Platform Launches

Positioning Options Stepping Stones

Scouting Options

Network Context: Communities


3

3 3

2 Systems Context: Experts


1

The Strategic Solution: Framework

Strategic Alignment of Corporate Initiatives with the

Social Business Management

Social Business Arena

Traditional Management Arena

Market and organizational Uncertainty

Tech

nic

al a

nd

exe

cuti

on

Un

cert

ain

ty

Low Medium High

Low

Medium

High

7

Social Business Scan

• Business Development • Innovation Management • Strategy Execution • Value-Net Management • Growth Management • Global Program

Management • Management

Development • Change Management • Brand Management • Supply-Chain

Outsourcing • International Projects • Knowledge

Management • Go-to-Market Execution • Marketing Management • Customer Satisfaction • Quality Management • Post-Merger Integration • Portfolio- Management

The Strategic Solution: Scan Concept

Core Enhancements

Platform Launches

Positioning Options Stepping Stones

Scouting Options

Social Business Arena Typical Social Business

Initiatives Size of Opportunity

e.g. Re-Engineering

e.g.. Product Development

Tech

nic

al a

nd

exe

cuti

on

Un

cert

ain

ty

Low

Medium

High

Traditional Management Arena


Low Medium High

8

Social Business Scan:Example

Initiative Objective Impact on 2015 Profits

Impact on 2015 Revenues

Context & Management Approach

Program 1: Enhance core profits and Profitability

Increase core ROA to 10% and RoS to 5.5% in two years

€ 10 Mill € 30 Mill

Program 2: Value Grow Electronics

Increase revenues and profits from expansion of electronic control systems

€8 Mill €145 Mill

Program 3: Value Build EV-Powertrain

Build Revenues of EV-Powertrains

€ 2Mill € 40 Mill

Program 4: Positioning Options

Earmark € 3mil for intelligent drive systems

- € 1 Mill

Program 5: Scouting Options

Earmark €7 Mill to probe new market entry

- € 3 Mill

Program 6: Stepping stone

Acquisition of high-synergy growth firm

€14Mill €430 Mill

Systems Context: Experts





9 9

Social Business Evolution: Extending the Management Tool Set

Social Business Evolution: Pushing the frontier of business

Organization-Structure

Management Tools for Communication-Processes

Social Business 2.0

Social Business 1.0

Work Space Design

Virtual Work Space

Physical Work Space Matrix Organization

Result-focused Community

Thomas Allen, MIT: “Communication is the best Source of Innovation”

Source: G.W.Henn

2 Systems Context: Experts

3 Network Context: Communities

Result-Focused Community: Design-Principles

10 Source: MIT, Thomas W. Malone et al, Harnessing Crowds: Mapping the Genome of Collective Intelligence

The Organizational Solution

What: Purpose/Goal of the

Network

The 4 Design Principles of Social Business Management

How: Engaging team for

turning Corporate

Programs into action

and results

Goal Outcome

Principles Icon Governance Guidelines

1. Focus

2.Social Accountability

3.Open Feedback

4. Leverage

Focus on key goal & translating the goal into inter-actions

Create a Rhythm of Joint Engagement in Communities

Keep transparent Scoreboards for self-organizing task allocation

Act on Lead Results with high-impact Expertise

11

„Collective Actions“ for achieving goals Result-focussed Community: IT Architecture

The Technology Solution

• Result-Focused Community is a Management Transformation approach in all functions

• Adopting Social Business technologies and collaboration for strategic initiatives of all corporate functions

• Generating gains in effectiveness by bringing the „community of purpose“ together better, faster ,cheaper and with “zero email”

• Community Dynamics as essential ingredient for achieving business goals

• Capturing a higher share of potential of networked Opportunities by balancing Creativity with Organization

• Wining dynamic competitive advantage by flexible reconfiguration of the Network

• Supporting new ways of working

• Focus social interaction on the goal • Social Accountability for Commitments • Open feedback for “Self-Organization” • Leverage the mental Power of employees

Goal

Initiative

• Strategy • Business Development • R&D/Innovation

• Purchasing • Operations • Sales/Marketing

12

Goal

Initiative

Solution Example: Go-to-Market Initiative

Execution Road Map Translating the Goal into Action

Score Board KPI-based Governance

Online Business Netzwerk Social Synergies

Enterprise App Store Access to „codified“ Knowledge

Virtual Work Space Organizations Structure

Go-to-Market

Management Tools of Social Networks

http://stfe21.cloudapp.net/stfe/

The Outcome

13

Reading and answering e-mail

Searching and gathering information

Communication and collaborating internally

Role specific tasks

Total

28

19

14

39

100

Interaction Workers Tasks

Increased-value added time

Productivity Improvement %

25-30

30-35

25- 35

25- 30

25-30

9,0-11,0

3,5-5,0

5,5-6,5

7,0-8,0

% of average workweek

Goal Outcome

Productivity Gain by 25-30% and achieving planned Goals

14

The Implementation

14

Virtual Work Space Result-based Community

Strong Ties Weak Ties

Organizational Solution Technology Solution

Online Business Network

Strategic Solution

Building the Result-focused Community: Typical Execution Process

Analyses of the Initiative Portfolio

Communities Wave 3

Communities Wave 2

Build Communities: Wave 1

Stage 1 Leadership

Clarity

Stage 2 Launching

Stage 3 Adopting

Stage 4 Optimizing

Stage 5 Habits

Many employees of the TMG clients work together daily on international and cross-functional level to achieve the individual goals of the strategic and operational programs. Our clients want to make sure that each of the individual organizational units can benefit from the skills and knowledge of the other.

However, due to the heterogeneous execution landscapes the traditional management concepts and systems that have worked well for standard processes and systems projects for decades, don´t deliver the results in dynamic business networks. (Chart -page 16)

Most companies are using methods and frameworks that were designed for stable environments based on a single dominant objective—that the purpose of strategy is to achieve a sustainable competitive advantage. However, that time has passed. In order to achieve success in the increasingly interconnected and unpredictable market environment, companies must be able to capture opportunities fast , exploiting them decisively., and moving on even before they are exhausted. Winning dynamic competitive advantages in the future requires continuous reconfiguration within business networks. (From Rita Gunther McGrath, The End of competitive advantage)(Chart page 17)

Research of MIT shows that Designing of Social Networks at Work faces major barriers for adding value to the Business (Chart-page 18)

Companies today typically realize only about 60 % of the potential of these networked Initiatives -despite Social Media-because of lack of Focus, Accountability, Feedback and Leverage (Chart - page 19)

Small, medium and large enterprises searching for new management methods and collaboration solutions for their employees, which complement the existing organization without costly adjustments. New Enterprise 2.0 technologies (cloud computing, social technologies and mobile) are used to improve the situation. As a result, they want to be more dynamic and creative, inspire bright minds and reinforce the new skills of their employees.

2. The Challenge: Achieving Corporate Goals in heterogeneous Execution Landscapes

15

16

The Disciplines of Execution

Average Performance in % of Potential

System Context: Experts

Standard Context:Best- Practice

High Medium

Sustainable Competitive Advantage

Traditional Management


Low

Dynamic Competitive Advantage

Social Business Management

The Execution Performance Challenge(1): Excellence in Execution requires tailored Approaches in

three different Disciplines - Traditional Management and Social Business are complementing each other

• M&A • Customer

Satisfaction • Quality • Exceptions

Innovations Strategy Other Initiatives Restructuring

Goal Goal Goal Goal

What: Corporate Portfolio of

Initiatives

How: ? Execution of Initiatives

for achieving

competitive advantage

16

The Paradigm Shift in Management: The performance in the Network Context falls short because proven methods, tools and incentives of Classic Management don`t work there

Outcome:

1 2 3

17

The Execution Performance Challenge(2): Apply the Unified Execution Portfolio for aligning corporate

initiatives with the right execution approach

17 Source: Rita Gunther McGrath, Harvard Business School/TMG

Unified Execution Portfolio


Tech

nic

al a

nd

exe

cuti

on

Un

cert

ain

ty

Low Medium High

Low

Medium

High

New Logic Of Strategy: Dynamic Advantage in a

granular Arena

Old Logic Of Strategy: Sustainable Advantage

in an Industry

Core Enhancements

Platform Launches

Positioning Options

Stepping Stones

Scouting Options





1 3

3 3

2

18

Evolution of Social Business Management: Organizational Structure and Work Space interact to

influence social communication patterns to achieve high performance of execution

18

Building Blocks for Managing Social Networks

Sources of “Good Ideas” For Execution

R&D

Reading

Communication

8%

12%

80%

Organisational Structure Work Space

Old Logic Of Strategy: Sustainable Advantage in

an Industry


granular Arena

Source: MIT OCW, Allen 1977 From http.//ocw.mit.edu Managerial Psychology

Thomas Allen, MIT: “Communication is the best Source of Innovation”

More time: Less coordination

Less time: More coordination

1970-2005

Since 2005

Social Business Foundation

“Different Configurations of Info-Sharing”

More than 30m: People don`t talk More than 50m: People don`t talk

Source: G.W.Henn

„Different Forms of Coordination“

Physical Space

Virtual Space

Matrix Organization

Result-based Community

Strong Ties Weak Ties

19

Analysis of Social Business Performance

Analysis of Result-Focused Communities Typical Network Initiatives

• Business Development • Innovation Management • Strategy Execution • Sourcing • Value-Net Management • Growth Management • Global Program

Management • Management Development • Change Management • Brand Management • Supply-Chain Outsourcing • International Projects • Knowledge Management • Go-to-Market Execution • Marketing Management • Customer Satisfaction • Quality Management • Post-Merger Integration • Portfolio- Management

Performance Shortfall: Companies typically realize only about 60 % of the potential of the

Initiatives -despite Social Media-because of lack of Focus, Accountability, Feedback and Leverage

63% Average Realized Performance

37% Loss By Lack of: Focus,

Accountability, Feedback, Leverage

The Dynamic of Social Networks is driven by Interactions of many players- and solutions can not be imposed, rather they arise from the circumstances

Source: connect.BASF - Creating Chemistry with an Online Business Network, BASF SE, taken from: http://de.slideshare.net/basf/connect-basf-onlinebusinessnetwork

Community of Practice

Community of Interest

Community of Information

Result-focused

Communities

moderated

managed

public

Business Community Arena


granular Arena

New Logic of Strategy

http://de.slideshare.net/basf/connect-basf-onlinebusinessnetwork





Companies have the best chance to close this performance gap in network operations through results-focused communities with four technology-enhanced governance principles: (chart on page 21)

Focus: Linking Goals with processes and employees in “social business communities “

(chart on page 22)

Social Accountability: Create a Rhythm of Joint Engagement in result-focused Communities (chart on page 23,24)

Feedback: Creating “situational awareness” with "Lead Measures" , for all in the network to see (chart on page 25,26)

Leverage: Improving the "Lead Measures" by using high-impact expertise

(Chart on page 27.28)

These four governance principles of Social Business Management are used as a road map for building companies' result-focused communities . It is a new concept of strategic management for achieving dynamic competitive advantage .(Chart on page 29)

Based on the Cloud infrastructure and social business technologies (Social Software & Enterprise App Store)) the TMG applications ware deployed as highly standardized and modular "cloud services" into the corporate portal of the TMG client. It includes execution maps, employee profiles, score board, online web conferencing, virtual team rooms and enterprise app stores. For the realization of cloud solutions the data centers of cloud providers in Europe, USA or Asia can be used. (Chart on page 30)

With the result-focused communities dynamic business networks can be created for those who work for the company. On the other hand, the company itself becomes more agile, creative, innovative and thus more powerful in order to secure and repeat dynamic competitive advantages .

3. The Solution: Building successful result-focused communities by merging the four governance

principles of social business management into a cloud-based platform

20

Governance-Principles for Social Business Management

Closing the Network Performance-Gap: Management has the best chance of Success when the 4

Governance Principles are applied for organizing knowledge and creative work to achieve goals

21

What: Purpose/Goal of the

Network

The 4 Governance Principles of Social Business Management

Principles Icon Governance Guidelines

1. Focus

2.Social Accountability

3.Open Feedback

4. Leverage


Create a Rhythm of Joint Engagement in Communities

Keep transparent Scoreboards for self-organizing task allocation

Act on Lead Results with high-impact Expertise

How: Engaging team for

turning Corporate

Programs into action

and results

Goal Outcome

Source: MIT, Thomas W. Malone et al, Harnessing Crowds: Mapping the Genome of Collective Intelligence

Designing the Result-Focused Community : Dynamic Linking of Strategy, Process and People

Principle 1: Focus on key goal & translating the goal into (inter)-actions

Forming the social fabric of interaction Cascading the key goal

Program:

Key Goal

Strategic

Choices/

“Quest”

Workstreams

Tasks/

Activities

Community Orchestrator (Chief “Social Architect”)

Project Owner

Workstream Owner

Task Owner

Visibility through Execution Roadmap

Linking of Goal & Structure

Result-Focused Community (Community of shared Purpose)

Go-to Market Strategy

What: Achieving € x Mio

in y years

22

Focus

Linked by Purpose, not friendship or interests

Bo

tto

m-u

p

Co

mm

itm

ents

To

p-d

ow

n

str

ateg

ic d

irec

tio

n

Unified Execution Portfolio Selected Network Initiative


Management of the Result-Focused Community:: Bringing Teams to work together

better, faster, cheaper to enable a Rhythm of Social Accountability to achieve the goal

.

Principle 2: Create a Rhythm of Joint Engagement in Communities

23

Social Accountability

The Organization Structure:

Result-Focused Community

Pattern of Interaction:

Task Allocation

Interaction Rules

Review Scoreboard

Learn from successes and failures

2

1

Report Report on last weeks

commitments

3

Plan Clear the path and make

commitments

Weekly Rhythm of Meetings

The Virtual Work Space:

Usage of the Enterprise Social Software

for easy (re-)configuration of the Network

Online Business Network

• IBM Connections, • Yammer • Share-Point • Atos-BlueKiwi, • Jive • Google+, • Atlassian Confluence • …

Extending the result-focused Community : Reducing „Time-to-Solution” with better collaboration

Extended Online-Collaboration

Strategy Owner

Key Account Owner

Workstream Owner

Task/Activity Owner

24

Tier 1 Innovation

Center

Universities

Car Manufacturer

Material Supplier

Client Members

Client Partner

Client Customer

Extended Cooperation

Strategy Owner

Key Account Owner

Workstream Owner

Task/Activity Owner

Social Accountability

Provide Open Feedback for everyone to see: Drive engagement at all levels by knowing

the score of you and your peers at all times for building trust in the Community

Principle 3: Keep transparent Scoreboards for self-organizing task allocation(1)

Keep Score on Lead Results & Goal

Low Challenge

Medium Challenge

High Challenge

FEEDS

RFQs

Sales Goal

Lead Result 2

Lead Result 1

Identify Lead Results to drive Goal Execution Road Map (Open Reference Frame)

Feedback

Total View

Project View

Workstream View

25

Benefits • Fosters Coordination • Communicates Accurately • Measures Progress • Leverages Effort


26

Situational Awareness: See the impact of the individual interaction and

contribution on the overall goal to optimize the own task allocation

Feedback

Successful Execution Network for guidance: Emerging “Ant Colony” as Result of self-organization of

tasks

Local interaction rules create higher-level results well suited to its environment

Emerging Execution Task Pattern for achieving Results by self-organization

Stoplight Reporting

RED: Concern that

deliverables or milestones will

not be met. No plans in place

to recover the situation

YELLOW: Plan in place to

recover from difficulties.

Indicates some lack of

confidence in plan.

GREEN: Plan exists and

will meet all milestones

and deliverables.

Need Help (e.g. App)

Have Solution (e.g. App)

Principle 3: Keep transparent Scoreboards for self-organizing task allocation(2)

Frequency

Jobs: Act on “Lead-Measures”

Routine

Creative Number

Principle 4: Act on Lead Results with high-impact Expertise(1)

MY APPS

Common Core Apps: produced by/for large Enterprises

Critical Activities/Lead Measures

Choice “in the Cloud”

∑ S

imila

r P

roce

sse

s/Ti

me

Complexity Knowledge-Intensity

Enterprise App Store for codifying tacit knowledge

Universal Interface of personal Business Tooling for

getting things done

27

Creating the “Multi-functional” Specialist by Multiplying the “Mental Power” of Employees

Leverage Give people high impact Apps : Empowering team members to do their jobs by

easy access to Business Tools of the company specific Enterprise App Store

App: Codification for sharing execution tasks

28

App from Enterprise App Store

Leverage Enterprise App Store Example: Easy and affordable Access to high impact Apps enable

local employees not only to execute the Strategy but also to develop the Strategy

Collective Intelligence: Portfolio of local Markets

„Getting Results from Crowds“: Employees as „Strategy Consultants “

Principle 4: Act on Lead Results with high-impact Expertise(2)

Social Value-Creation : By keeping their commitments team members of the Social Execution Network

influence the Lead Results with Apps , which in turn is predictive of success on the Outcome

29

Building-blocks of Value-Creating System for small and large Teams

The Integration of the 4 Governance Principles based on Social Business Technology have helped clients to improve performance in all industries

Open Feedback

Moving the Outcome

Leverage

Scoreboard

Social Execution Network

Focus(1)

Dynamic Execution Roadmap

Influence Lead

Results

Focus(2) Social Accountability

Goal

Economic Team Size: >4-5

Adapt the Strategy as fast as the Business

Focus Feedback Leverage

Management Layer

Technology Solution: Management Layer for Designing and Managing the „Result-focused Community”

30

The Virtual Work Space Model Social Business Organization-Model

Community Of

Practice

Community of

Interest

Community of

Information

Result-focused Communities

moderated

managed

public

60%

15%

25%

Internal External

100% Number of Communities (connect.BASF/Bayer Analysis)

Enterprise Social Network Open Social Network

Source: connect.BASF - Creating Chemistry with an Online Business Network, BASF SE, taken from: http://de.slideshare.net/basf/connect-basf-onlinebusinessnetwork

Source: connect.BASF/TMG

Cloud Computing

Private Hybrid Public






From the individual execution applications an innovative, integrative “Social Execution Platform" is forged, which allows the successful building of result-focused communities. Staff work together in efficient and transparent online communities, regardless of time zones, borders and organizational units. Extensive training is not required. Employees receive high-impact apps for individual functional areas to navigate quickly with the agile management solution.

The potential of corporate programs, is captured in virtual meetings, with real-time feedback and reinforcement of functional skills through apps. A typical Increase is 35% of the Initiative Potential by improving the organizational capability to capturing opportunities fast . (Chart on page 32)

This also leads to a measurable productivity increase of 25 -30% of Knowledge Workers by reducing the e-mail processing, information retrieval / information collection, communication overhead and role-specific time requirements. (Chart on page 33)

The users of the client are enabled to communicate directly without going through emails and attachments.

The rapid implementation possibilities offered by the Enterprise App Store is the basis that new requirements, enhancements and changes can be implemented quickly. With easy access to “consulting apps” employees can even frequently take on the traditional work of external strategy consultants.

The development of excellence in the implementation of strategic and operational initiatives can be achieved by the introduction of focused communities in five steps. Managers are required in addition to their traditional role to become a facilitator, bridge builder and orchestrators (organizers of networking). (Chart on page 34.)

.

4. The Result: Increase implementation success by 35% with less effort

31

Social Technology Impact(1): When applied the 4 Social Cloud Services help to capture the potential

of the business opportunity by supporting the team to do more sophisticated tasks together

Value-added Social Networks Elements

Modular Social Technology Solution

Effects on Execution Team

Focus • Focused on Goal by aligned activities • Clarity of Objective and Role • Building Community of Purpose

Social Accountability • Collaboration for creating personal commitments and sharing expertise

• Creating Social Accountability to progress on the goals

Open Feedback • Highly Responsive through stake in the outcome

• Immediate Open Feedback of actions on the outcome

• Online Learning and self-organization

Leverage • Easy and affordable access to best-practice methods embedded in Apps to master the task

• Putting created and shared knowledge into action..

Cap

turin

g th

e Po

tential o

f the O

pp

ortu

nity

Social Cloud Services for getting things done in Networks


Execution Mapping

1

2

3

4

Enterprise Social Software

Create a Rhythm of Joint Engagement in

Communities

Keep transparent Scoreboards for self-

organizing task allocation

Stoplight Reporting

RED: Concern that

deliverables or milestones will

not be met. No plans in place

to recover the situation

YELLOW: Plan in place to

recover from difficulties.

Indicates some lack of

confidence in plan.

GREEN: Plan exists and

will meet all milestones

and deliverables.

Online Social Game

Act on Lead Results with high-impact Apps

Enterprise App Store

32 The Payoff: Client can increased Execution Performance 25 -35% of Initiative Potential with less Effort/Cost

Social Technology Impact(2): Improving Social Productivity and Efficiency of Managers and

Professionals to achieve more for less

Reading and answering e-mail

Searching and gathering information

Communication and collaborating internally

Role specific tasks

Total

28

19

14

39

100

Interaction Workers Tasks

Increased-value added time

Productivity Improvement %

25-30

30-35

25- 35

25- 30

25-30

9,0-11,0

3,5-5,0

5,5-6,5

7,0-8,0

% of average workweek

Goal Outcome

Effects of the Social Cloud Services on Employees

Cloud Services enables consulting and client team become more productive

33

Building the Result-focused Community: Typical Execution Process

Stage 1 Leadership

Clarity

Stage 2 Launching

Stage 3 Adopting

Stage 4 Optimizing

Stage 5 Habits

The leader and the team commit to a new level of performance for the initiative Introduce Cloud Service 1 & 2 to start building a special kind of plan (execution map) and team network (social architecture)

The Team starts the Initiative. (online kick off meeting). Introduce Cloud Service 3&4 to set up the Social Accountability Process.

Team members adopt to the Social Accountability Cycle and new behaviors and networked team learning drive the achievement of the Goal and adopt interactions

The Team shifts to an Social Accountability mindset. The team starts looking for optimizing their performance

When Social Accountability becomes habitual, a culture of excellent network execution is created

Online Monitoring of Results

34

Implementation: 5 steps to set-up the Result-focused Community for achieving execution excellence

and Dynamic Competitive Advantage

Analyses of the Initiative Portfolio

Communities Wave 3

Communities Wave 2

Build Communities: Wave 1

• Apply a comprehensive framework for aligning initiatives with execution approach

– Evaluation parameters – Positioning of Initiatives: – Standard Context – System Context – Network Context

• Tee up Network "candidates"

– Go-to-Market – Innovation – Value-Net – Customer Satisfaction – Other

• Agree on networked initiatives

goals • Strategic Goals • Financial Goals • Quality Goals

• Setup Implementation Waves

34

35

Questions?: Watch Live Presentation of the TMG Road to Social Business

YouTube Link (http://www.youtube.com/watch?v=FTBHJmxtpo0)

E-Mail: [email protected]

http://www.youtube.com/watch?v=FTBHJmxtpo0&feature=c4-feed-u

http://www.youtube.com/watch?v=FTBHJmxtpo0

36

Since 1987, Technology Management Group, Munich, co-founder and Managing Director 1982 - 1986 Phoenix / Schulze pharmaceutical wholesale Board, responsible for sales, marketing and information systems 1979 - 1982 McKinsey & Company project manager, sales enhancement and Restructuring projects at 6 clients in different industries 1972 - 1974 Army, Lieutenant 1964.1967 Escher Wyss GmbH, Ravensburg machinist apprenticeship

2011-2013 Global Manufacturing & Innovation: Design & Management of Social Business Organisation

2003 -2011 automotive supply industry Post-merger integration, design Aftermarket Business

1998-2002 e-commerce start-up for global purchasing of industrial goods Establishment and Management (Chief Executive Officer)1996-1998 Global Realignment cars and spare parts business of a German Automobile manufacturer 1994-1995 International Telecom Company Establishment and management of Eurolog information system 1990-1993 Germany chemical company The realignment of the global logistics management and implementation of SAP 1987-1990 German Lufthansa Global Design global freight information system

Social Profile

Dr. Paul Gromball

1982/83 University

of Karlsruhe, Ph.D.

1977-79 Sloan School

of (MIT) and

Harvard Business

School, Cambridge, USA

MBA

1972-1977 University

of Karlsruhe, Diploma

in Industrial

Engineering

1969-1973 Technical

High School, Stuttgart,

European

Champion"Young

Scientist"

Business Activities:

Selected Project Experience:

Education:

36