Die Umsetzer has been focusing on individualised consulting for 15 years and has been successful with it. The 40-strong team around the two founders Matthias Prammer and Cornelia Steven now has an office location in Munich in addition to the company headquarters at Schottentor in Vienna. The consultancy is still owner-managed and supports major clients such as public institutions, state-affiliated companies, utilities and MedTec such as Wien Energie and ÖBB. A certain company size is the common denominator of the customer list, and customer loyalty is a characteristic feature: "We have had some of the same customers for 15 years, which has resulted in long and intensive customer relationships and a great deal of trust," explains Birgit Tomka, procurist at Die Umsetzer.

Thematically, customers can be divided into three categories: Industry and Services, Pharma and Healthcare and Public and Utilities. The digital change area is to be restructured in terms of content. "We have noticed that we are hitting the nerve of the times when it comes to implementing our topics, especially in the area of change management for digitalisation projects, where we see great potential for growth, particularly with regard to AI," says Tomka.

Analyse & support 
The consultants are primarily used for major change processes and strategic issues. How does such a change process work? Tomka: "Our main job is to understand the client's needs as a whole, analyse them, support them and take the people with us. Digitalisation always entails a change in working behaviour and tasks, which is also associated with fears that need to be addressed. The challenge is to organise this change process in such a way that it works from start to finish and to constantly show and communicate new perspectives to employees."

Customised solutions
The consultancy places great value on the individualised offer. At Die Umsetzer, there are no off-the-shelf products, but customised services that are adapted to the respective customer requirements. In the same way as externally, this approach - keyword employer branding - should also be carried internally. "At the end of the day, the corporate brand and employer branding must go hand in hand. The same vision and mission that we convey externally in recruitment also characterises our customer relationships," says Tomka.

Large retreat
Every two years, Die Umsetzer-Team retreats for a one-week workshop to work together for the future; this year, the mission and vision as well as the values were developed together, Tomka continues. This ensures that everyone in the company is behind what has been jointly developed. When it comes to recruiting, Die Umsetzer rely on LinkedIn and cooperation with the Centre for Career Planning at the Vienna University of Economics and Business. On the other hand, recommendations also come from the employees' circle of friends and acquaintances. This recipe has meant that the team has now grown to 31 employees and nine freelance consultants in Austria and Germany.

Targeted growth
An office has also been opened in Munich; Tomka explains the reasons for this: "Our Managing Director Cornelia Steven lives in Germany and looks after major national and international customers in the pharmaceutical and medtech sectors from there. This has resulted in further good customer relationships in Germany over the last two years, which is why we have opened a shared office in Munich." In general, 50% of IT change projects are now international. In the area of change & project management, for example, the company supports global software relaunches and rollouts. "I currently have consultants travelling to Thailand or Brazil if the process requires it - we are actually on site when the systems whose processes we have prepared go live. We accompany the entire rollout process right through to communication in the globally active companies," says Tomka. 

The aim is to achieve long-term, sustainable growth. "Qualitative growth" is at the centre, says Tomka. "For us, this means that we have consciously distanced ourselves from pure sales targets and instead want to find a good balance between the business situation, employee satisfaction and the quality of our work performance." Die Umsetzer also operate according to this principle on the customer side: "We take responsibility for the time we spend working with the customer. We are characterised by a pull towards the goal, because we want to speed up processes and reach the goal - we don't come to stay, but to implement something," says Tomka.