No matter which project is to be implemented, it starts with an objective analysis of the current situation. The detailed SWOT analysis has proven to be an extremely effective tool. Often further research (customer segments, competition, communication, etc.) is necessary for successful project processing. An optimal strategy can then only be conveyed on the basis from These determined facts. Already during the analysis it is important to involve as many departments and employees as possible so that they are motivated and committed to the implementation. This applies especially when creating visions, structural changes, market appearances, launch of new product lines, changes in distribution channels and introduction of IT systems

After the analysis, the it is essential to define the objectives. Based on the previous analysis and the goals, the appropriate strategy can be derived. This can affect the overall corporate strategy as well as the strategic Approach in individual projects. After all, the individual Project goal shouldn't conflict with the corporate strategy.

Senior managers have the obligation to systematically plan and develop a strategy for their area of responsibility in order to achieve their goals  (wthin their area of reponsibility / department).  Unfortunately, too many managers are not sufficiently trained and have to rely too much on their "gut feeling".  Which management wants to rely solely on the instincts of individual employees? This is where an experienced, serious and systematic consulting such as Janssen Business Consulting provides supports.
Nor should the issue of resources (human and time) be overlooked. Too often, managers cannot spend enough time to work on the strategy because  of  their operational activities. Janssen Business Consulting can provide competent relief and support - especially in the so important parts of communication within the company and the motivation of the employees involved.

The strategy can then be used to derive and define appropriate measures. For these measures, the crucial factor is the chronological order of the measures. Each action must fit the project clockwork. Each measure needs a clearly defined goal (what?), a deadline (when?) and a responsible person (who?). Complex measures can be subdivided into further measures, but these must also be described according to the same structure (what?, when? and who?). In this context, the clarity of the goal, the deadline or the responsibility is often not mentioned, which can then lead to disruptions (an even up to the termination) of the project. In most cases, several departments or divisions are necessary to define measures (at the latest when they are implemented) and therefore project teams must be formed. This phase  should be moderated by a neutral and experienced consultant. Otherwise it can lead to internal conflicts and the stronger department will prevail and not necessarily the best solution for the company.

Successful implementation depends on the conviction of the employees. If every project participant, or at least the majority, is convinced of the project goal and the measures derived from it, the project will continue to be worked on with motivation and commitment even in difficult phases. Unfortunately, here too many managers are not sufficiently trained as motivators or do not have enough time to address and alternative guide convince the employees due to their own operational tasks. This is where empathy and time are needed in a high degree. Correct listening must be mastered, otherwise one does not recognize the needs and doubts of those involved in the project. 
In the implementation phase everything should fit as good as possible. Many questions such as time expenditure, availability of materials, the right communication and much more must be coordinated. Here, too, any internal tussle over competence should be avoided by clear responsibilities and with external help.

Already when defining goals and measures, but at the latest during the implementation, it must be clear how to measure the success (and hopefully not failure). Here, clear key figures with tolerance values must be specified and checked. Positive and negative deviations must not only be recorded, but countermeasures have also to be initiated. Otherwise it can lead to damages or dissatisfaction in medium and long term. Care must be taken not to create excessive aount of numbers by using too many key figures. In contrast, too few or not meaningful key figures can lead to blind flying. In this case, finding the best compromise with the right effort is crucial. In today's world, it should be possible to record these key figures automatically e.g. with the help of CRM tools. By harmonizing the key figures, previously unknown conclusions can be drawn and potentials can be raised. The conception of the right key figures is certainly one of the outstanding strengths of Janssen Business Consulting.