Consulting for technology-driven companies

Strengthening steering capacity in complex projects.

Many projects do not fail because of the technology. They stall because roles, interfaces and decisions are unclear. That is exactly where we work.

View services Our method

TECHNOLOGY · ORGANIZATION · CULTURE — NEXUS

01Typical symptoms

Does this sound familiar?

The technology is sound, the experts are competent — and yet the project stalls. The causes are usually not in the details, but in the spaces between them.

01Decisions are made but not implemented.
02Requirements change faster than the plan.
03Interfaces between development, project and line organization do not work.
04Projects stall despite high effort.
05Effort increases while impact decreases.

These patterns rarely have a purely technical cause. They emerge where technology, organization and culture do not work together — and that is exactly where we work.

02Services

Four approaches, one goal: effective action in the project.

sr-global consult GmbH works at the interface of engineering and organizational development — diagnostic, accompanying and impact-oriented.

Project-accompanying qualification PBQ

Competence development directly within the ongoing project — not in a seminar room, but where decisions are made and interfaces emerge.

Project and organizational diagnostics

Making complexity drivers and steering gaps visible: Where do technology, roles and objectives couple — and where do they decouple?

Clarifying roles and interfaces

Clear responsibilities and decision logics (AKV) as structural dampers that stabilize effective action across departmental boundaries.

Strategy and organizational development

Designing change and transformation initiatives so that technical maturity and social viability grow together.

03How we work

Learning from experience. In the project.

Project-accompanying qualification (PBQ) combines learning, reflection and immediate application. We create spaces for experience in which teams understand complex situations, make decisions and become effective together.

Learning in a real context

Competence development where it is needed.

Reflection that moves things forward

Recognizing patterns together and developing new options for action.

Impact in the project

Immediately applicable. Sustainably effective.

PBQ workshop setting with project team working on roles, interfaces and steering logic — Deciding under uncertainty

Simulation of complex collaboration: decisions under limited communication and time pressure.

Simulation-based project reflection for complex technical and organizational project settings — Reflecting together. Negotiating solutions.

Joint reflection and negotiation of solution paths — collective decision-making and action capability in practice.

04Lifecycle

From strategy to start of production

sr-global consult supports technology-driven companies along the entire project lifecycle — from strategy development through product creation to industrialization and the transition to series production.

Strategy & transformation

Strategy development under uncertainty
Transformation and change processes
Governance and decision architectures
Organizational development

Complex development projects & turnaround

Project and program reviews
Turnaround management
Control tower
Prioritization and escalation management

Engineering excellence

Transdisciplinary Requirements Management TRM
Model-Based Systems Engineering MBSE
Product Development Processes PEP
Role and interface management

Industrialization & start of production

Ramp-up and SOP
Site readiness
Production handovers
Responsibility transfer from project to line organization

Competence development & qualification

Project-accompanying qualification PBQ
Leadership and team development
In-vivo learning in projects
Development of transdisciplinary competencies

05Differentiator

TDPM^™ — Transdisciplinary Project Management

Time, cost and quality are necessary — but they do not explain why projects with good technology still stall. TDPM starts one level earlier: with the project’s capacity to steer under uncertainty.

QUESTION 01

Why do projects fail despite good technology?

QUESTION 02

Why are time, cost and quality often not enough?

QUESTION 03

What happens at the interfaces of technology, organization and culture?

TDPM makes complexity drivers visible before they become project crises. It connects technical requirements with roles, interfaces, decisions and responsibility. The aim is not to reduce complexity artificially, but to preserve and strengthen the project’s steering capacity. Requirements without steering capacity create helplessness; steering without understanding complexity creates activism.

06References

Proven in demanding industries.

Medical technology, automotive, mechanical engineering and industrial product development — wherever technical maturity meets complex organization.

Medical technology Automotive Mechanical engineering Drive & testing technology Hydrogen infrastructure Systems engineering

Anonymized presentation. The following project examples illustrate typical assignments and contexts in which sr-global consult has contributed to steering capacity in complex technical projects.

Drive & testing technology

International testing and drive technology group

Clarification of roles and interfaces in a development-oriented environment with high technical maturity.

Powertrain

Global automotive supplier

Diagnostics at the interfaces between development, series production and the supplier chain.

Vehicle development

European vehicle manufacturer

Steering capacity in an environment of high change dynamics and parallel project streams.

Industry & systems

International technology group

Coupling technical system development with organizational steering.

Medical technology

Medical technology manufacturer

Role clarity and traceability in the regulated environment of medical technology.

Systems engineering

Provider of complex development and series production projects

Development of a steering logic for complex development and series production projects.

07Collaboration

When a conversation is worthwhile.

Not every project needs external support. In these situations, however, an outside perspective can get things moving again:

→Projects do not move forward despite strong professional expertise.
→Roles and responsibilities remain unclear.
→Decisions are made but not implemented.
→Technical and organizational issues block each other.
→Development and transformation initiatives are becoming more complex.
If you recognize one of these patterns, an initial conversation is worthwhile.

Request a conversation

08About me

Engineering meets organizational development.

Dipl.-Ing. Stephan Richter

Managing Director · sr-global consult GmbH

More than 40 years of experience in development, project management and organizational development: For over four decades, I have supported development, change and transformation initiatives in industrial companies. My background as a graduate mechanical engineer combines technical understanding with organizational development and transactional analysis.

This combination is the core of my work: It makes the social side of technical projects — roles, interfaces and decisions — as precisely addressable as the technical side. The TDPM method emerged from this practice.

Mechanical engineering · Dipl.-Ing. Systemic organizational consulting Transactional analysis Coaching & intercultural training

09Contact

Let’s talk about your project.

Emailstephan.richter@sr-global.de

Phone+49 171 945 1465

LinkedInStephan Richter

LocationSchmiedestraße 52 · 21335 Lüneburg

Companysr-global consult GmbH

A short inquiry is enough — in an initial conversation, we clarify whether and how TDPM fits your initiative.

10Legal

Legal notice

Information according to Sec. 5 German Digital Services Act (DDG)

Service provider

sr-global consult GmbH
Schmiedestraße 52
21335 Lüneburg
Deutschland

Represented by

Managing Director: Dipl.-Ing. Stephan Richter

Contact

Telefon: +49 171 945 1465
E-Mail: stephan.richter@sr-global.de

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Registernummer: HRB 2490

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STATUS: June 2026 · LEGAL BASIS: Sec. 5 DDG

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STATUS: June 2026 · LEGAL FRAMEWORK: GDPR / BDSG / TDDDG