The appropriate competence mix: our service segments
Use the accumulated consulting competence, exactly tailored to you

Quality audits and compliance reviews ensure adherence to legal and internal guidelines in your processes. Using business alignment assessments, our experts scrutinize the alignment and fine-tuning of strategy, operational processes, and IT support in this environment to identify and exploit optimization potential. This also applies to our action related to contract reviews that measure your contract management against best practices – and, if required, align it accordingly.

Measures to preserve and continually improve quality are investments in the future. Methodical quality management paves the way for this. Regardless of whether we accompany you within the scope of total quality management, analyze and solve quality problems according to Six Sigma, or apply the Capability Maturity Model® (CMMI): Ultimately, our joint efforts lead to the goal of higher and more sustainable quality.

Discover with our support which improvement potential in operational and strategic controlling can be leveraged. Analyze together with us the quality of your key figures as an essential basis for planning, monitoring, and control processes. Define uniform quantitative and qualitative performance measures and key performance indicators and develop systems for company-wide uniform valuation bases.

Target your costs – cost management in general as well as cost reduction in particular. Is there a lack of a cost and activity assignment and allocation on the basis of cause? Do you see a need to take action in the areas of contribution margin accounting (direct costing) or analysis of fixed-cost-allocation? Do you intend to introduce or optimize fixed budget cost accounting or flexible standard costing? Whatever is on your mind cost-wise: with our expertise you show your costs the way down and the quality of your processes the way up.

Measure your company against peak performances. Strengthen your competitiveness by methodically searching and using profit potential. Together with our experts, establish internal and external benchmarks to optimize business processes, to strengthen the power of innovation or to sharpen strategic alignments. We pave the way to peak performances – from identifying qualified benchmarking areas to developing and implementing corresponding measures.

Where and how can savings be made? The spectrum for this is broad. Reducing extra-contractual services, unifying payment runs, or minimizing non apportionable service charges are just three of many examples. Putting sourcing strategies for goods and services under the microsocope, trading off sourcing structures against best practice criteria or establishing new IT-powered forms of sourcing: there is no lack of options for action – different but with the same goal: detecting and exploiting savers.

If you want to improve processes, you need to know how powerful they are. Customer satisfaction analyses, for example, show the extent to which company processes cover customer expectations. Maturity level analyses and matching existing processes with best practices convey meaningful images of strengths and weaknesses. However, most important are the competences of individuals who not only bring along hands-on project knowledge and experience but also the distance to give fresh impetus beyond internal views and long-term adjustment to flows and structures: HDP consultants

Processes must be simple and fast and work reliably within and across divisions and companies. Developing ideas to this end and aligning them with the challenges of digital transformation is one of our strengths just as the integration of the market and customer orientation into the process design. We address cost drivers in the process infrastructure using KPI-based activity-based costing and, with more transparency in the process chains, create the prerequisites for the practical implementation of more efficiency.

Process sets are an effective tool to improve flows at places where you want to set individual priorities for optimization in an operationally, tactically, and strategically interlocked way. Examples: An IT management that meets all governance requirements. An ITIL-based change, incident, and problem management. Provider and service provider control. Contract and software license management. Planning and control of material groups. Risk and cash management...

Many options for optimization using process sets exist and are worth discovering.

In practical application, a process must not only prove its rational-analytical quality, but also stand the test in the interaction with employees, managers, customers, and other partners. The processes we developed are characterized by this quality. Experience and systematic approaches pave the way for their implementation path, including the selection and introduction of process-supporting IT systems and a detailed process documentation. What is still lacking is a continuous improvement process. We establish it as a future-oriented tool for steady continued development of the quality of the company processes.

The HDP set itself the goal to support customers in their development, especially in the field of automation. We view automation on different levels, adapted to the customer situation. Automation includes "simple" robotic desktop automation, robotic process automation (RPA), cognitive process automation or automation with weak or general artificial intelligence (AI).

See also top-subject automation.

The starting situation is clear: Everything should change and be better than today. But how? Where will the journey lead us? What must be taken into account? Which risks must be expected? The path to restructuring and reorientation is quite rocky in many cases. This makes it all the more necessary that there are qualified consultants who not only analyze starting situations and surrounding circumstances methodically and expertly and develop new structures and processes, but who also know obstacles and how they can be removed. Understanding, openness, and dialog are the motivators to develop and promote the willingness to change and the readiness for implementation in organizations.

Changes include not only considerable optimization potential, but, in the beginning, their enforcement frequently gives rise to concerns, fears, resistance, and conflicts. These situations require not only tried and tested means and methods for an increase in acceptance, but consultants who are experienced in accompanying and leading change processes, know how to tackle border situations, and are able to discuss unpopular measures convincingly. Therefore, to involve employees at an early stage and ridding them of the feeling of getting changed is one of the core elements of our approach. This is how employees are motivated to contribute to change.

Managers and employees must learn to deal with changed processes and structures and to move in new organizational worlds. We meet these requirements with training and coaching. HDP experts promote the development of new or changed roles and their understanding. They reconcile personal responsibility and autonomy with new structures and guard against conflict situations with respect to a changed organizational environment. The employees' capacity to act and their personal competencies are promoted and managers are prepared for their role as a coach and mentor of change processes. Organizational and human quality become one.