Agility as the key to success: change management at Borgel Elementbau

Generational changes in management and constant growth often put companies in the situation of having to put their management methods to the test. Openness to new management methods and the desire to be up to date in an agile working environment also act as a driver for change in management. Following a detailed cultural analysis, Borgel Elementbau GmbH decided to place more decision-making freedom and responsibility in the hands of its project managers. Supported by noventum consultants, a change process was initiated that included new management structures and agile methods. A kick-start workshop and the creation of a project manager handbook were key measures.

The company Borgel Elementbau from Hörstel specializes in the construction of building shells in lightweight metal construction. In Europe, it is one of the leading suppliers in its main markets, which include data centers, power plants and the paper industry. With extensive expertise in lightweight metal construction, Borgel Elementbau GmbH offers innovative and high-quality solutions for the roofing and cladding of industrial buildings that are tailored to the individual requirements of its customers.

The Challenge

The Borgel Elementbau GmbH team is constantly growing. There are currently 9 project managers working for the Westphalian company, who handle a total of more than 30 projects a year.

The management is pursuing the strategic goal of allowing the project managers to work more entrepreneurially in the projects and giving them the opportunity to take on more responsibility. In future, they should be given more freedom to make decisions and thus relieve the burden on the managing directors. In addition, roles should be clarified and, if necessary, roles should be changed with the involvement of the design, structural engineering, occupational safety, procurement and team assistance teams in order to bring more efficiency to projects and processes. Transparency and commitment should be strengthened and errors in the process and production chain should be identified at an early stage. Borgel Elementbau GmbH would like to take a big step towards the future with more synergies between the construction projects.

The Results

The agile measures were transferred to the daily work routine after the respective task was completed in the review and bundled in the project manager handbook. This now serves as the basis for the independent and entrepreneurial work of all project participants. For example, the following was initiated:

• Presentation of a typical project process

• Templates for standardized project completion presentations

• Restructuring of existing meetings

The Benefit

At the end of the project, Uwe Rotermund conducted an evaluative interview with the managing directors Niels Borgel, Sven Borgel and Stefan Wagener. The managers were very satisfied and emphasized that Borgel Elementbau had focused on important topics through agile working. The workshop had achieved a great deal, particularly with regard to project management. The company's management team now identifies much more with the goals and tasks and works with a higher level of personal responsibility.

In the workshop, the three managing directors found it very beneficial that noventum accompanied the Borgel team as a tandem with Laura Wenningmann as a young business psychologist and Uwe Rotermund with over 30 years of entrepreneurial experience.

Managing Director Niels Borgel: "By introducing agile working, we have achieved a flow. Delegation now works much better. I am thrilled. We have reached the level of agile working, from which we also benefit in our projects."