Transformation zu einer leistungsstarken, global ausgerichteten Produktlinien- und RnD-Organisation für begeisternde Kundenlösungen


Gemeinsam mit der 3DSE haben wir in einem schlanken und klar strukturierten Vorgehen lokale Business Units aufgelöst und zu global sowie end-to-end verantwortlichen Produktlinien transformiert, die heutige Produkte effizient

Andreas Hille

Executive Vice President Product Line Management & Engineering


Transformation zu einer leistungsstarken, global ausgerichteten Produktlinien- und RnD-Organisation für begeisternde Kundenlösungen

Das 1932 gegründete Unternehmen PALFINGER steht weltweit für die innovativsten, zuverlässigsten und wirtschaftlichsten Hebe-Lösungen, die auf Nutzfahrzeugen und im maritimen Bereich zum Einsatz kommen.

In 2018, the company generated total sales of around EUR 1,616 million with 10,780 employees.

PALFINGER has grown successfully and rapidly in the past. To continue this successful development and proactively meet future challenges, a new Product Line Management (PLM) & RnD Operating Model (organization, processes, roles, governance and culture) was developed together with a cross-functional team and implemented along with other organizational change initiatives from other functional areas. The objective was to define a globally optimized operating model that is balanced between central and local optima, leverages efficiencies and synergies, and improves the overall output of the RnD organization. In addition, critical areas of expertise have been established for the future that are available to all product lines globally, and the digital transformation of the entire product life cycle management process has been initiated.

The focus was then on the coordinated refinement and implementation of the new operating model. In addition to refining the content, the necessary cultural aspects were also taken into account. In addition, the development of a cross-company development process (PDP) laid the foundations for increasing product maturity, cross-company collaboration, e.g. by exchanging development artifacts, and ensuring transparent reporting. Based on an analysis of the organization’s capabilities, the first step was also to support the establishment of a project and risk management office (PMRO).

Full implementation of the organizational and governance structure, processes, and roles involved will result in a fast, powerful, and global RnD engine that can efficiently handle today’s products and innovate future solutions. This brings PALFINGER a big step closer to its ambition of becoming the market leader in all its active markets.

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