Overhead Value Analysis
Examine overhead on a service-by-service basis: which service is delivered for whom, what capacity it ties up and what it contributes. The measurable basis for AI implementation.
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Field of expertise
Transformation & Performance.
Whether you are integrating a merger, repositioning the business or managing a crisis, we identify the levers that matter and support implementation through to measurable results.
Services in detail
From lever to result.
Transformation rarely fails because the idea is wrong. It fails in execution. We identify the few levers that matter, make them tangible and support implementation in day-to-day operations. We use AI where it speeds up processes and improves decisions.
- Overhead value analysis as a measurable basis for AI implementation
- Post Merger Integration
- Strategic Lever Quantification
- Commercial Due Diligence
- AI consulting and process automation
Focus areas
Where we start.
Post Merger Integration
Systematically realize synergies from mergers and acquisitions, from the roadmap and the harmonization of processes and systems to synergy tracking.
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Strategic Lever Quantification
Identify and quantify the strategic levers that work and translate them into an actionable roadmap.
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Commercial Due Diligence
Thoroughly assess the target company, market and competitive landscape before the transaction and make value creation opportunities and risks clear.
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AI consulting
Use artificial intelligence where it creates real value: in analysis, reporting and recurring processes.
Learn more ›Your plans?
Let us identify the levers that will make your transformation work.
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Overhead Value Analysis
The measurable basis for AI implementation.
The profit and loss statement shows how high overhead costs are, but not what the services behind them are actually worth. Overhead value analysis translates cost types into services: who requests them, who delivers them, what capacity they tie up and what benefit they create for the recipient. This is exactly the transparency an AI initiative needs, so that automation starts where it pays off instead of making unnecessary work faster. What gets assessed is the value of the service, not the person delivering it.
How we proceed
- A service inventory for each unit, with volumes, recipients and the capacity tied up
- Ideas along clear levers: demand, organization, processes, standardization, digitalization and sourcing
- Every idea assessed for economic value, risk and feasibility
- Measures with an owner, a deadline and the offsetting effort accounted for
- Impact booked into budget and forecast, confirmed by finance
Service transparency
A complete view of which services are delivered, for whom and with how much capacity tied up.
Justified, not across the board
Flat cuts fit no unit properly. Every measure is justified on its own merits.
AI on solid ground
Automation starts where the service is genuinely needed, not where it is easiest to automate.
Impact in the P&L
A measure counts as realized only once its impact is confirmed in budget and forecast.
Post Merger Integration
Synergies that actually materialize.
The value of an acquisition is realized after closing. We bring organizations, processes and systems together in a structured way, track planned synergies consistently and keep day-to-day operations stable throughout. This helps two companies quickly become one effective organization.
How we realize the synergies
- Integration roadmap with clear responsibilities and milestones
- Harmonization of processes, structures and IT systems
- Synergy tracking with clear targets and follow-up
- Stabilization of day-to-day operations during the integration
- Involvement of the key people in both organizations
Speed
Fast integration, so the value of the transaction takes effect early.
Synergy assurance
Planned synergies are tracked, not just assumed.
Stability
Day-to-day business keeps running while the structures grow together.
Clarity
Clear responsibilities prevent friction and duplicated work.
Strategic Lever Quantification
When planning reaches its limits.
Reporting and planning requirements have increased sharply as companies digitize and data volumes grow. In many mid-sized companies, Excel has reached its limits as a planning tool: the data is not reliable enough and the process lacks the robustness needed for planning and financial control. With Strategic Lever Quantification, we close these gaps through an integrated approach that turns sound detailed plans into one coherent overall plan. The result is a reliable basis for decision-making, including in financing discussions with potential investors.
How we secure the impact
- Change management: integrating your employees into the change
- Project management and communication with a shared understanding of the problem
- Structured action planning from the bottom up
- An integrated planning approach covering everything from earnings and headcount to investments
- Comprehensive support, including after the project is completed
More meaningful plans
The integrated approach makes your planning noticeably more meaningful and robust.
Consistency
Continuity from strategic to operational planning through to target and KPI systems and regular forecasts.
Liquidity under control
Accurate forecasting of liquidity needs to prevent payment defaults.
Investors convinced
A reliable basis for decision-making that gives banks and investors confidence ahead of financing discussions.
Commercial Due Diligence
Acquisitions built on rigorous analysis.
In an M&A deal, commercial due diligence provides the basis for understanding the target company, its industry and its markets. We identify growth opportunities and risks, evaluate synergies and create a solid foundation for the purchase decision. We also support private equity investors and lenders that need confidence before a transaction.
What we pay attention to
- Reliable data instead of flattering assumptions
- Growth potential and risks clearly separated
- A realistic assessment of synergies after closing
- A clear read on market, competition and positioning
- A basis for decisions that investors can rely on
Product and customer analysis
Scrutinizing the performance of the target company's products and customers.
Market and competition
Market analysis including the competitive situation and positioning.
Financial position
High-level analysis of the financial position and the key value drivers.
Synergies
Identifying and evaluating synergies for value creation after closing.
AI consulting
AI with good judgment.
Artificial intelligence is not an end in itself. We take a clear-eyed look at where it creates real value in your company, for example in analysis, reporting or recurring processes, and apply it pragmatically. The focus is always on the business benefit, not the technology.
How we proceed
- Prioritizing use cases by benefit and effort
- A clear-eyed review of your data and its quality
- Pragmatic solutions instead of technology for its own sake
- Automation of recurring processes and analyses
- Training your people to use the tools with confidence
Measurable benefit
AI is only used where it creates clear added value.
Faster analysis
Reporting and analyses are produced faster and with less effort.
Less routine workload
Recurring processes run automatically instead of manually.
Pragmatism
The focus is on the benefit, not the technology.
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More fields of expertise
Freight Cost Optimization
Learn more ›Management Information Systems
Learn more ›Interim Management
Learn more ›
Let's talk
About your transformation.
Let us identify the levers that will make your plans work.