ZIEHL-ABEGG

ZIEHL-ABEGG, a global leader in the fields of air, control, and drive technology, has developed into an international player with more than 110 sales locations in recent years and an average annual sales growth of 8 percent. 

The ambitious growth targets for the future required a targeted and comprehensive growth strategy based on a transformation idea that takes into account the special features of air and drive technology. 

The consistent growth over the years required continuous further development of the organizational and process structures. External factors such as megatrends, changing customer requirements and the market entry of global competitors from the USA and China also added to the complexity. 

Horváth’s innovative, integrated transformation process was chosen. Innovative concepts for the strategic, structural, and cultural transformation were developed through detailed analyses in simultaneous sub-projects. Horváth’s market and industry expertise combined with ZIEHL-ABEGG’s in-depth understanding of the customer and application knowledge led to well-founded results. 

All business units, functional areas, and regions were consciously involved in the transformation work. In this way, cross-functional views have been successfully anchored in the strategic priorities that strengthen ZIEHL-ABEGG as a whole. A shared spirit of optimism was initiated. 

Strategic improvements 
Together with Horváth, a strategy was developed that utilizes the strengths and potential of the entire Group – a strategy with a clear transformation roadmap, strategic goals, challenging ambition levels, and concrete initiatives. A key building block: Growth stories for the individual business areas. Horváth’s industry expertise laid the foundation for the definition and establishment of growth drivers. 

Structural improvements 
The previous organizational structure, which was strongly focused on line functions, has been replaced by a modern matrix organization. This makes it possible to map heterogeneous business models and creates the basis for efficient collaboration. A global collaboration model with clear responsibilities along the main processes enables the company to meet the requirements of a volatile world with rapidly changing customer needs. 

Cultural improvements 
The transformation process has brought together the business divisions, functional areas, and national companies. The transformational idea and the new mission statement were received with enthusiasm. Through targeted change and HR measures, integration into the transformation work, and coaching on transformational content, managers were empowered to lead the way and motivate their employees to perform at their best.