OHB System AG

OHB System AG: Making strategy tangible

Facts & figures on the OHB Group

How can a growing family company rediscover or reinvent itself, while productively mastering existing challenges?

The transformation initiative “Neuer Orbit” (New orbit) is intended to create identity, provide orientation and enable successful collaboration for more than 1,500 employees.

The client

OHB System AG is one of the leading aerospace companies with headquarters in Bremen and Oberpfaffenhofen (near Munich). The system house has been convincing the market for over 35 years with its creative and cost-effective concepts. The main business segments are near-earth and geostationary satellites. They develop and manufacture major projects such as the Galileo navigation satellites, the SARLupe and SARah reconnaissance systems, and the MTG weather satellites.

Europe’s number 3 in the areospace industry

Total operating performance of 1 billion euros in 2018 – and steadily growing

Germany’s first listed technology and aerospace group

Around 2,700 employees worldwide

The challenge: Mastering corporate growth

OHB System AG was founded in 1981 and has grown massively in recent years. In 2018 alone, around 300 new employees were hired.

The initial situation

OHB System AG focuses on customers and excellent products. The matrix organization introduced is creating friction, and the management culture is inconsistent. Long-standing and new employees lack a common focus and vision; processes and structures no longer match the size of the organization. Thus, OHB System AG needs to rediscover or reinvent itself.

“I am very satisfied with the results and the substance you have developed.”

Klaus Hofmann, CHRO

The approach: shaping change through dialog and participation

Procedure and results

“Neuer Orbit” focuses on the broad involvement of employees and managers. Through personal dialog and a host of participation opportunities, over 20% of the workforce will become (co-)creators of change. The management team shows personal commitment and communicates the new vision, values and management guidelines at employee events. This creates clarity about future orientation and strategic goals. Publications in the internal media and numerous feedback options round off the transformation approach. This makes the change tangible!

“For me, Promerit is characterized by extensive practical experience in shaping change as well as uncomplicated and solution-oriented cooperation – we are very satisfied.”

– Dirk Schulze, Programmleiter Neuer Orbit

The success factors: Living transformation

Close collaboration between strategy, HR and communications

Involvement of the owner, the Executive Board and top management

Involvement of the entire organization through interactive formats

Participation of 20% of the workforce

Increased and continuous internal communication to the entire workforce

Cross-media communication strategy and messages

“I have to admit, I am delighted.”

– Marco R. Fuchs, CEO

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