High performing team to execute the ambition to grow
Since 1926, STIHL is known as a pioneer of innovative technologies. It develops, produces, and sells a large assortment of garden equipment. In line with their ambition to grow, a digital transformation was inevitable. ACOMPANY guided the transition to a high performing team to execute this ambition focusing on structure, management, and supporting leadership.
Category
Enterprise business architecture
Client
STIHL
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Insight in teamwork
To obtain the problem definition, clear interviews were conducted, and all team members took the VIEW assessment about problem-solving style preferences. This led to a better understanding of preferences, structure, and leadership.
“To achieve Andres Stihl Benelux’ ambition to grow and to guarantee the success of our Digital Transformation, having a high performing team was crucial.”
Ivo
De Schepper
Sales & Marketing Manager Andreas Stihl Benelux
Co-creation with the team
We carried this out in co-creation with the team members, based on the understanding of their preferences, roles, responsibilities, and team rules were created. Also, success factors were determined, and expectations were established. On top of this, there was also coaching on internal conflicts and working as one team.
Self-steering team structure
The process resulted in a self-steering team structure.
“ACOMPANY helped us to gain insight into the style preferences of our team members and to set up a structure for collaboration including codes of conduct and specific roles. By means of a change coaching track, they made sure that this vision actually got implemented and became a part of our day to day way of working.”
Ivo
De Schepper
Sales & Marketing Manager Andreas Stihl Benelux
Coaching & training
In the Land phase, we provided team coaching and training to implement the new way of working, facilitating retrospectives and conversation, and evaluating the team’s delivered work. Besides this, there was also individual coaching and training about the new roles, alignment with management, and interaction with stakeholders.
Frequently asked questions about digital transformation
How does ACOMPANY approach digital transformation projects with clients?
ACOMPANY follows a structured approach that starts with a thorough business analysis and evolves into strategy, roadmap, and implementation. From the very beginning, business and IT are aligned to ensure that projects not only work technically, but also create real value for the organization.
What role do your services play in these client cases?
The cases show how ACOMPANY applies a range of services, from strategic guidance and enterprise architecture to implementation and change management. Depending on the client’s needs, this can be an end-to-end engagement or a targeted use of specific expertise, always with attention to the bigger picture.
Does ACOMPANY always follow a fixed approach, or is it tailored?
Every collaboration starts from the same foundations, but is adapted to the client’s specific context. Based on the business analysis and strategic choices, the necessary steps are defined and the services with the greatest impact in that environment are selected.
How do you ensure that strategy is effectively executed?
ACOMPANY supports organizations not only in strategy and architecture, but also in execution. Through program and project management, change management, and hands-on support, we ensure that plans are translated into concrete results and that projects stay on track.
How do you connect business and IT in these projects?
A key part of the approach is creating alignment between business objectives and IT solutions. Through enterprise architecture and solution design, it becomes clear how processes, systems, and technology work together to create value and support future changes.
Which services are most commonly used in client environments?
In practice, clients often combine multiple services, such as strategy formulation, enterprise architecture, roadmap development, and change management. This combination ensures that both the direction and execution of digital transformation are well aligned.
Can you also support a specific part of a project?
Yes. While ACOMPANY offers an end-to-end approach, organizations can also rely on specific services, such as developing a roadmap, guiding an RFP process, or supporting a change initiative. In all cases, we maintain a clear view of the broader organizational context.
What makes ACOMPANY’s approach different in these cases?
ACOMPANY operates in a vendor-neutral way and focuses on value creation rather than technology alone. By taking a holistic approach that considers processes, technology, and people together, we deliver sustainable solutions that align with both the strategy and the reality of the organization.
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