What makes us different

For 35 years, the S&P Consulting International Consulting Group has successfully positioned itself as one of the leading systemic organizational consultancies and as an expert for profound transformation processes in a strategic context. With offices in Hamburg and Shanghai, the company strengthens the self-renewal potential of companies and supports them in sharpening their positioning, successfully managing organizational changes and developing their personnel accordingly.

When working on demanding client projects, S&P consultants rely on the Systemic Organizational Theory and enable companies to anticipate and take advantage of the dynamic and disruptive changes in their respective markets. S&P’s clients include medium-sized companies, in particular family-owned businesses, and well-known international listed groups.

S&P understands strategy development as an essential, non-delegable management task in the company to deal with the difference between the present and the future. The consultants of S&P turn away from the traditional conviction of a plan-driven corporate management and see strategy development as an essential management process for shaping the future and overcoming uncertainty. The goal is to develop an attractive future vision for the client along with key players from the client system, which gives the organization and those involved a clear orientation.

The developed vision of the future describes the positioning of the organization in the market and thus provides clear answers to the questions: In which markets do we position ourselves? What customer segments do we want to focus on in these markets? What value propositions do we want to offer these customer segments?

S&P is one of the very few management consultancies that, on the one hand, combines the business and strategy view with the structure and personnel view and, on the other hand, successfully manages the paradox between expert consulting and systemic organizational consulting. Although this combination implies high demands on the consultants, it represents a very clear unique selling proposition of the company in the consulting market. S&P addresses its clients’ needs that are currently neither convincingly met by specialist strategic expert consulting nor by typical systemic process consulting companies.

• As a rule, large expert-oriented consulting firms do not have the necessary attitude and intervention repertoire to effectively deal with the complex, diverse and non-linear tasks in these transformation processes. However, they are professionally organized and have a global presence and therefore, in many cases, there is no other alternative today
• Due to their consulting attitude and their intervention repertoire, consulting companies with a systemic character are more likely to do justice to the existing organizational complexity. Today, however, they often do not have the required and necessary professional structures and are therefore usually not considered as providers when it comes to accompanying national and international transformation processes that require a coordinated approach with consulting teams of >10 consultants in the project

This leads to the conclusion that a competent systemic organizational consulting firm with a professional international positioning can serve the described deficit and that this positioning is associated with enormous potentials. This is the position that S&P currently holds respectively strives for. S&P is one of the few consulting companies that advise their clients according to the “third mode”; this means that the consultants integrate and consider the subject level, the social level as well as the process level.

S&P’s specific portfolio of consulting services is not tied to specific topics, industries or organizations. Due to megatrends such as digitalization, artificial intelligence, globalization, conversion of the sales organization to e-commerce/e-business or the energy transition and the associated dynamics and disruptive developments, organizations will face increasingly demanding transformation processes. In addition, there will be a growing demand to develop the resilience and self-renewal capacity of organizations in a foresighted manner. With these developments, there is an enormous demand for competent consulting services to design and accompany sophisticated transformation processes.

S&P consultants operate within the functional system of economics, therefore they all have a basic understanding of economics and understand and accept the system logic of “payment/non-payment” as the dominant factor. S&P successfully applies expert-oriented consulting approaches in a systemic context, i.e. the concepts, methods and analysis instruments can at least measure up to state-of-the-art concepts of expert-oriented consulting, but uses them with a systemic consulting attitude as an intervention. The company consistently focuses on the highest possible customer value when designing consulting processes.

In addition, S&P has the necessary IT infrastructures and communication systems to “dock“ with professional infrastructures on the client side at eye level.