Mr Enz, you’ve been a member of h&z management board since the beginning of the year. What does this change of role mean to you personally?
For me, the role change clearly means a great deal more responsibility. It means I’ll play an even more active part in shaping the success story of h&z. The partnership has given me a great vote of confidence and that’s a good feeling. I don’t want to be too modest, but I’m honored to be able to continue to shape h&z in my new position.
Do you have a concrete agenda specific with tasks to tackle?
I’m working alongside Stefan Aichbauer and Michael Santo who have also been newly elected to the board. The three of us aren’t looking to change everything so we’ll continue to pursue the strategy that we all worked out together with our partners in 2016. But there are certainly a few issues that we are changing and a few priorities that we’re redefining.
Can you give us some examples?
We want to make decisions faster, be more agile and more transparent. The benchmark for everything we do will first and foremost be the customer. The principle of customer first will become an even more relevant leitmotif for us partners and our teams. We’ll also continue to professionalize and digitalize our internal structures because these will lay the foundations for further growth.
Are there any other changes in this context?
We’re also considering geographical expansion and even closer integration with cooperating partners in order to create growth. Some things are already being implemented. For example, we’ve been working successfully with our sister consultancies from the Transformation Alliance for almost 10 years and this will continue.
We have ambitious growth targets and to achieve these we’ll be even more active in developing our core topics of business excellence, purchasing, supply chain management and training. In terms of industries, we’re particularly focused on growing our customer base in the areas of mechanical and plant engineering, rail, aviation, and security.
Head, heart and hand is the motto of h&z. Is this going to change?
This is our original motto and following this over the years has contributed significantly to our success. It’s the DNA of h&z, the core of our brand and our culture. We’ll continue to use our heads to offer smart concepts and analyses to our customers.
We’ll always strive to build personal relationships with our clients with our hearts. At the same time, we’ll seek to convince them of our expertise by helping them to reach a state at the end of the project that is significantly better than at the beginning, as well as being readily adopted and lived throughout their business.
The hand stands for the fact that we also like to roll up our sleeves and get our hands dirty doing whatever it takes to get a job done, in a positive sense of course! Because our focus is always on implementation, we get involved, we help our clients to make the changes they need to make, we keep our promises, and ultimately leave behind tangible results.
Will h&z have other focus areas in the future?
One topic or focus area we’re pushing even harder is digitalization. This is certainly a great challenge, both internally, where we have to become more digital, and externally when it comes to our customers. In other words, we’ll always include some form of digitalization in our offers. Our younger employees are very keen on this part of our business.
In what way?
They’re digital natives and come to us with a high level of knowledge in this area and high standards. And of course they want to use this in their work internally and externally. We can only credibly tell the customer how to digitize if we do it ourselves. This is also the chance to become more efficient and better internally. We’re developing digital products, services and solutions in our core areas of purchasing, supply chain, business excellence, and training because that’s where the market is most active.
How do you bring h&z employees to the same level of digitalization?
We’re sharpening the digitalization mindset. For example, we regularly hold lectures on all kinds of digitalization topics in our Friday jour fixes such as analytics, robotics, and block chain, to name but a few. Then we have a digital training series in which we continuously train all our employees and make them speak digitally, so to speak.
Have you divided your responsibilities on the board?
My area of responsibility is HR and recruiting. One of the biggest challenges today is the recruitment and retention of good people. We’re now competing against not only other consultancies in the recruiting market but global players such as Amazon are also enticing people away from consulting.