Success factors

Projects with Lexington support

Three integral factors have made the difference in Lexington's successful project work with our clients.

Business and social competence:

  • entrepreneurial thinking and method of consulting
  • wide acceptance by colleagues
  • regular consultations with personnel
  • emphasis on communication and winning the trust of all levels of management

Joint project work:

  • work generally on site
  • combined team spirit of the Lexington team and the client

Range of experience:

  • clients in the private and public sector
  • wide spectrum of experience through diverse projects
  • high level of industry-specific knowledge

From this experienced background, the success of the project can be assured.


Example of a joint project

Projects at Lexington Consulting usually are characterised by four distinctive phases:

  • Preparation
  • Diagnosis
  • Project planning
  • Implementation

Project preparation supports the goals of project planning and team building. Base data is gathered which serves as the foundation for the next steps.

In the diagnostic phase facts are gathered and problem areas and potential weaknesses are identified. The goal is to develop the structure and focus of the project.

In the planning phase workable solutions for strategy, organization and/or business systems are presented.

In the implementation phase the solutions are finally put into place, while focussing on the successful implementation of the detailed project plan. This step is generally marked by the following detailed steps: creating an implementation timetable as well as conducting implementation workshops and projects.


The changing role of a Lexington consultant during a project

  • project planning, offering methods, tools and problem-solving concepts and ideas

  • as a researcher, sharing internal and external information, conducting interviews and interpreting data

  • as project manager, training of team members, communication and control of the project's progress, responsible for the team's strict adherence to the project timetable

  • as business expert, drawing on experience gained from managing a wide range of projects and a sense of objectivity and independence, they are able to act as decision-makers in questionable or exceptional cases

The various roles of the consultant change many times throughout a project. As the role of planner is needed more in the preparation and diagnostic phases as well as in the planning phase, so is the role of researcher essential to the project's diagnosis phase. Although the project manager has a wide range of tasks throughout the duration of the project, generally their workload will be most intense at the beginning and at the end of a project. The consultant is generally needed in the role of business expert throughout the entire project, although their work is usually most meaningful in the diagnosis phase.