Key actions need owners, resources, and decision discipline.

S&P structures the implementation of complex initiatives so that dependencies, accountability, and decisions remain transparent. We assume the level of operational responsibility required by the situation and clearly defined in the mandate.

Explore collaboration and responsibilities

Implementation Support

Implementation instruments

Implementation roadmap and prioritized workstreams

Project leadership or PMO for selected initiatives

Task forces and steering committees

Management workshops and decision facilitation

Risk, bottleneck, and escalation management

Training, coaching, and knowledge transfer

Boundary

S&P is not positioned as a broad outsourcing provider or a reporting office.

Secure a critical implementation

S&P / COLLABORATION

How we work with you

Clear roles connect decision ownership and project delivery: the client steering committee sets objectives and approves results. S&P structures execution. Client task forces provide and validate subject-matter contributions.

Our Client Interaction: Steering Committee, S&P Team and Client Task ForcesGraphic in English. Enlarge to read the detail; use Back to page to return.

Team membership and responsibilities are agreed at the start of the mandate. The specific scope follows the agreed assignment.

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Client Steering Committee

Definition and Approval of Project Targets
Approval of offered Project Methodology
Project Order / Contract to S&P
Clear Mandate (by letter and Client Meetings etc.) to all involved Teams of Client
Allocation of Staff to Task Force(s)
Coordination of Client Staff to Project / Provision of Input Client
Review of Project Progress (single Phases, Steps, Timelines)
Approval of Interim- / Final Report(s)
Approval of Project-related Invoice(s)

S&P Team

Preparation / Hand over of adequate Formats (Facilitation, Planning, Synthesis, etc.)
Project Management (Coordination, Timelines, Quality Assurance, Facilitation, Team Coaching)
Realization of single Project Phases / Steps, (Design, Content, Budget)
Plausibility Checks and Parts of S&P Analysis, e.g. Challenge Sessions
Preparation, Conduction and Synthesis of Workshops
Synthesis of Project Steps / -Results
Production of Interim Reports (Phases, Steps) to Client SC
Final Project Report to Client SC

Client Task Force(s)

Maintain Project Time Frames and Deadlines
Creation of adequate Information, matching with Project Phases, Steps and Tasks
Validation of Information re. own Organization and Competition (current, future)
Validation of Market Data and Market Information
Validation of Political and Health Political Environment
Specific Contribution for Production of Reports (Phases, Steps)
Co-Presentations of Interim-Reports and Final Report to Client SC

Management model

Turn key actions into reliable delivery

A recommendation becomes executable only when outputs, accountability, and failure risk are explicit at every transition from decision to delivery.

This requires stage gates, acceptance criteria, named hand-offs, and a review cadence that returns new evidence to management control.

What the figure means for management

Progress is then managed through accepted deliverables, resolved dependencies, and measurable impact rather than activity alone.

Concrete S&P contribution

S&P structures workstreams, PMO logic, owners, resources, KPIs, escalation, and management reviews and supports delivery through handover.