innovation management

Manage and evaluate innovations in a targeted way with method and in focus of a target (COSTAR)

Assessing the profitability and financial viability of innovations or developing an innovation strategy.
These are tasks that define successful innovation management.
Innovations must generate an operational advantage, otherwise good ideas quickly become ends in themselves and are no innovations!
CONSOLDING advises you with methodically structured processes in the introduction and control of company-wide innovation-paths and sources !

change management

Change is permanent, inherent task and therefore existential

Everyone is talking about change management and technology change, disruptive innovation and sustainable investments.
With the resulting conflicting requirements from the different perspectives of the content creators and the technology managers. All this against the backdrop of shortened NPI cycles, mismatched amortization periods, and high market pressure from necessary adjustments to successfully reach customers in the future.
CONSOLDING helps with the evaluation and analysis of existing infrastructures and entrenched processes !
CONSOLDING helps with project planning and planning of adaptations to the new technologies !
CONSOLDING helps to select the technology strategy relevant for your environment !
CONSOLDING provides input in deciding where CAPEX and where OPEX is the right choice !
CONSOLDING helps with change management on all levels in your company !

CONSOLDING offers approaches, exchange and most important – experience, that help to solve these contradictions. We support you to find ways and means to evaluate, to accept and master these big challenges !

project consulting

Project management with new approaches and more focus on the "big picture".

Disruptive technology changes, especially in media companies, are creating pressure.
Pressure on familiar work processes for employees, stress on project management, pressure on budget processes and thus a radical change in strategic planning must take place.
The extremely high speed of technology-generation-changes makes it necessary to say goodbye to previous projects, to set up and manage iterative processes.
When investing in the future of a company, the employees as a team are the key to successful change! This important "project effort" must be planned and managed sustainably.
CONSOLDING also helps to manage and optimize your internal processes with care and experience-based insights !

technology consulting

Technology always serves the implementation of requirements! First the editorial requirement and only then the implementation!

Technology and a change in the basic infrastructure must be aligned with the requirements of the workflows.
Massively shorter technology cycles require better analyzed and focused investment and cost planning processes. CAPEX or OPEX strategies have become more relevant in an industry that in the past (and unfortunately still) thinks and plans in terms of depreciation periods. Most of the time, these are too long for investing the right technology at the right time.

CONSOLDING understands this issue and can enrich the internal discussion and drive change !

workflow and process optimization

Analyze technology specifically and select it according to requirements = workflow optimized

• Technology is never an end in itself.
• The technology strategy is derived and developed from the requirements of the core tasks of a media company.
• The profitability and financial viability of investments in the necessary, appropriate technology must be assessed.
• Finding arguments and showing when it is better to rely on services instead of making the wrong investments.

These are examples of tasks that technology management must solve.

CONSOLDING advises competently and independently of manufacturers !

budget consultancy

Adaptation and change are the daily business of a modern media company

• Technology changes with half value periods of less than 15 months in some cases.
• Radically new requirements for products in the editorial and publishing core business in half-yearly steps.
• Necessary development of new markets and target groups as a permanent challenge in the market.

Such challenges force finance departments and controllers to think and act in new ways.
Depreciation cycles of 3 years, recently adequate for IT investments, are now also applied to broadcast infrastructure, are budget-relevant cost drivers and force reallocation.
At the same time, there are already compelling reasons to plan and manage technology changes in much shorter time frames (< 2 years).
CONSOLDING provides focused, fast analyses on CAPEX or OPEX, on SaaS, on PaaS, on remote capable infrastructures and delivers arguments on WHY !