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Our Studies and White Papers

Studies 2019 – 2021

Study: Green Transformation 2021

There’s no more hesitating when it comes to the green transformation – a harsh realization the industry has had to come to terms with. Companies like to believe they’re at an advantage over other industries. Yet, despite their marked success, the following still remains true: the automotive industry is not going to evolve into an exemplary green industry overnight. It’s a long – and, to a degree, also very arduous – process. However, increasingly stringent requirements and growing societal pressure have set a process in motion that is gradually but surely accelerating.

The path to emission- and CO2-free production will require the industry to reflect on their core strengths: an engineering spirit, courage, and commitment.

Studies 2019 – 2021

Study: Restructuring 2021

The Road to Success is a constant Construction Site

The spectrum of challenges to be mastered at the same time ranges from digitalization and corporate and leadership culture to cost and financing issues. Predictive restructuring is the key to ensuring that these factors that impact the success of a company do not turn into major construction sites that have to be managed simultaneously.

In essence, it is about establishing a clear process that holistically puts the future viability of their own company to the test. And to do so when there are no clearly visible cracks.

Studies 2019 – 2021

Study: Collaboration 2021

In our “Collaboration” study, we delved deeper into collaboration as a factor for success: We were curious about how companies organize collaboration in difficult times to stay on track. In cooperation with Valuestreamer, we surveyed 326 German companies in spring 2021. For international cross-comparison, companies from China, Brazil and Central Eastern Europe also participated in the survey.

Studies 2019 – 2021

Study: Best Strategy 2020

What is the secret to long-term corporate success?

We have decoded the DNA of the model companies and our analysis has identified recurring parameters in these top enterprises. They can be bundled together to form the 7 characteristics of the world market leaders.

Studies 2019 – 2021

Study: Fokus on the workplace 2020

Of the satisfied employees, 66% stated that nice colleagues were responsible for liking their job. 63% noted interesting tasks, and almost 50% said it was due to a good salary. Only 23% of employees attributed their satisfaction to good leaders. Accordingly, only about one in five employees fully considers their supervisor as part of the team. The rest still feel they are partially or even exclusively being led by a traditional boss, who remains distant to the team.
Studies 2019 – 2021

Study: Green Transformation in the automobile industry 2020

The potential for ecologically sustainable management has yet to be exhausted in the automotive industry Nine out of ten companies still have some catching up to do in this regard, as is clearly shown in the recent study “Green Transformation in the Automotive Industry”. To find out, the automotive experts at the management consultancy Staufen surveyed more than 250 OEMs and suppliers from the automotive industry in Germany.

Studies 2019 – 2021

Study: Digitalization 2020

A study from Staufen AG and Staufen Digital Neonex GmbH
For more than two decades, digitalization has been influencing our society, making everyday life much easier, speeding up our economy, and enabling new business models and sources of profit. Nevertheless, the power of persistence was previously much greater than the need to introduce long overdue change – precisely in processing industry….

Studies 2019 – 2021

International Study: Reset after the Shutdown 2020

Measures introduced around the world to contain the Covid-19 pandemic are developing into a long-term stress test for the industry. 56 percent of companies assume that they will not be able to resume work like before the shutdown until the end of the year at the earliest, or even over the course of next year. According to the current study “New start after the 2020 shutdown,” however, seven percent of companies fear they will not be able to hold out that long. Management consultancy Staufen interviewed more than 730 companies in April for the study. Participants came from Germany, USA, China, Brazil, Mexico, Switzerland, Italy, Poland, Hungary, Czech Republic, Slovakia, and Romania.
Studies 2019 – 2021

Study: German Industry 4.0 Index 2019

As part of the German Industry 4.0 Index 2019, consulting firm Staufen AG and Staufen Digital Neonex GmbH surveyed a total of 323 companies in Germany on the topic of Industry 4.0 and digitization. The survey was conducted in July 2019. Nearly 70 percent of the companies surveyed are in the mechanical and plant engineering, electrical engineering, and automotive industries.

Studies 2019 – 2021

Study: Aero Space 2019: Leadership in times of change

LEADERSHIP IN TIMES OF CHANGE: For the study “Aerospace 2019 – Leader-ship in times of change,” the consulting company Staufen together with the Federal Association of the German Aerospace Industry (BDLI) surveyed a total of 72 executives from the aerospace industry in Germany in early 2019.
Every second respondent in the study comes from top management, meaning an owner, director or executive manager.
Studies 2019 – 2021

Study: Success in Change 2019: German Change Readiness Index 2019

The Staufen business consultancy surveyed a total of 421 companies in Germany on the subject of “Success in Change” for the German “Change Readiness Index 2019.” The survey took place in the spring of 2019 and was conducted a second time in 2017.

Studies 2019 – 2021

Study: Success in Change

In companies, structure, processes, management and corporate culture as well as employees and their qualifications must adapt towards change, only then can technological solutions promise success. The study “Success in Change – Hungary” shows that there is still room for improvement in these areas in the Hungarian economy. Companies are not yet ready for rapid changes.
White Paper

White Paper: Predictive Restructuring 2020

Looking back from today’s perspective, the banking crisis of 2008/2009 was harmless. What’s more: After that crisis, the only way for the German economy was up. Yet, towards the end of the boom phase, we were already seeing an increase in crisis symptoms. The huge emerging trends digitalization, e-mobility and sustainability
were setting the stage in many market segments for impending up heaval – a risk cocktail was being whipped up.
White Paper

White Paper: Order fulfillment in mechanical engineering 2018

The mechanical and plant engineering industry in Germany is facing major changes. The focus is no longer on the product as a masterpiece of German engineering, but on complete product/service packages. What is needed are solution providers who know their customers’ needs and processes inside out and offer them tailor-made solutions.
White Paper

White Paper: Lean Leadership 2016

It has been a few years since the first projects to introduce Shop Floor Management were implemented, and over the course of these years we have executed numerous success-ful implementation projects with our customers and BestPractice partners. As a result of introducing Shop Floor Management, many managers have come a long way. Daily Shop Floor Management is now being actively implemented by these managers, who lead in accordance with the defined tools: they ask open-ended questions, enable employees and offer them support.
White Paper

White Paper: Agile Companies

Studies show that only about 10 percent of companies are able to profitably grow over a longer period of time.1 One of the reasons for this is the increase in complexity due to the penetration of new markets, in addition to the constant drive for product innovation and development of new customer potential. As a result, companies often focus on their internal processes and establish administrative structures, on the one hand to organize this complexity in the corporate environment, and on the other hand to “put things in order” internally. This order often turns into bureaucracy – and bureaucracy can be crippling. Companies as a result gradually lose their original founder’s mentality that originally led them to success. Establishing organizational structures sometimes has exactly the opposite effect of what was originally intended: Internal structures can no longer cope with external complexity and are not primarily oriented towards the value creation process; they develop their own logic (“silo thinking”) and complexity.
White Paper

Whitepaper: Supply Chain Network Management

Measures for optimization are mostly concentrated on internal processes. In contrast, the company’s own value-added network of increasingly numerous partners is far too rarely in focus. This is a mistake, because in crisis situations it becomes clear that numerous companies have to reconfigure their supply chain. We think holistically: classic supply chain management becomes supply chain network management.

White Paper

White Paper: Leadership Excellence

In times of fast and even disruptive change, an organization’s ability to adapt is an absolute success factor. Strategies, structures and processes form the basis for managing change. But without effective leadership and a corporate culture that embraces a pioneering spirit and individual responsibility, nobody can look to the future with confidence. Along with the development and qualification of employees, leadership and culture form the inner program with which an organization can face change.

Those who create a shared vision, build a trustful team spirit, establish communication channels and know the employees including their strengths and weaknesses, will handle tomorrow s challenges well.
White Paper

White Paper: Variant and complexity management

Digitalization and globalization are intensifying competition and putting medium-sized and manufacturing companies in particular under great pressure. In addition, new competitors are entering the market and causing difficulties for even established players. Many companies are trying to attract existing customers and new customers through an ever-expanding product range. Furthermore, possibilities for individualization and customization create an almost “infinite variety” of offers. But also the internal drive of development engineers to create ever better, more efficient technical solutions leads to new variants on the component side. As a result, complexity is increasing throughout the company, which is reflected in ever complex processes along the entire value chain. The supposed advantages on the market side – in particular increased sales – are increasingly being eroded by rising production costs.
Studies 2017 – 2018

Study: German Industry 4.0 Index 2018

A study from Staufen AG and Staufen Digital Neonex GmbH – For the “German Industry 4.0 Index 2018,” business consultancy Staufen AG and Staufen Digital Neonex GmbH surveyed a total of 450 companies in Germany on the topic of Industry 4.0. The survey was conducted in mid-2018. A good two thirds of the companies surveyed come from the mechanical and plant engineering, electrical engineering and automotive industries.

Studies 2017 – 2018

Study Best Strategy 2018: What global market leaders in Germany do better

For the spring 2018 “Best Strategy 2018: What global market leaders in Germany do better,” the corporate consultant Staufen conducted a survey of a total of 210 German companies that were global market leaders either in their industry or in their segment. 40% of these companies are global players with annual sales of over €500 million. Of those who responded in the survey, 42% were owners, members of the executive board or CEOs, and another 38% were division heads. The companies predominantly represented the automotive industry, mechanical and plant engineering, and the electronic industry.
Studies 2017 – 2018

Study: Sucess in Change 2017

For the “Change Readiness Index 2017”, Staufen Consultancy surveyed a total of 658 companies in Germany on the topic of “Success in Transformation” in the spring of 2017. More than 60 percent of the companies surveyed are in the mechanical and plant engineering, electronics and automobile industries.

Studies 2017 – 2018

Management Summary: Erfolg im Wandel 2017 (German)

For the “Change Readiness Index 2017”, Staufen Consultancy surveyed a total of 658 companies in Germany on the topic of “Success in Transformation” in the spring of 2017. More than 60 percent of the companies surveyed are in the mechanical and plant engineering, electronics and automobile industries.
Studies 2017 – 2018

Study: German Industry 4.0 Index 2017

For the German Industry 4.0 Index 2017, Staufen AG, together with Staufen Digital Neonex GmbH, surveyed a total of 394 German companies. More than 70 percent of the companies surveyed were from the mechanical and plant engineering, automotive and electronics industry.

Studies 2017 – 2018

Study: Infographic – German Industry 4.0 Index 2017 (German)

Study Infographic – German Industry 4.0 Index 2017 (German)

Studies 2014 – 2016

Study Industry Monitor: Innovation 2016

Three-quarters of German manufacturers currently report that they are under major pressure to innovate. The companies most strongly affected are the electroindustry, the automotive industry and mechanical and plant engineering. For eight in ten companies, successful innovations are more important today than they were in the past, according to the results of a survey of 168 German manufacturers.
Studies 2014 – 2016

Study: Lean Purchasing 2016 (German)

Cost considerations often play only a secondary role in purchasing for German manufacturers. Only 41% of companies with over 1,000 employees calculate a detailed total cost of ownership in selecting their suppliers. This figure is even lower among smaller companies — a mere 24%. Staufen polled over 100 manufacturing companies in Germany for this research.

Studies 2014 – 2016

Study on northeastern China 2016 (German)

The German industry is continuing to set its sites on strong growth in China. The companies which are already present on the Chinese market intend to expand significantly: within a decade, a solid quarter of them plan to generate up to half of their total revenue in China. These were the findings of the Staufen site study which surveyed over 400 managers from German manufacturing companies.
Studies 2014 – 2016

Management Summary: Study Lean Service in Mechanical and Plant Engineering 2016

German experts in mechanical and plant engineering continue to prioritize classic services – and they do not make full use of the innovative potential of digitization. Only one in ten companies consistently take a proactive approach, continuously review their mechanical processes on the client side and take action before difficulties can cause mechanical downtime. The survey covered 154 companies in the mechanical and plant engineering industry.
Studies 2014 – 2016

Study: German Industry 4.0 Index 2016

The German Industry 4.0 Index grew for the second year in a row. In the meantime, four in ten companies have had direct experience with smart industry. The index, which was generated for the third time, was commissioned by Staufen and surveyed 277 businesses in Germany.

Studies 2014 – 2016

Management Summary: German Industry 4.0 Index 2016

The German Industry 4.0 Index grew for the second year in a row. In the meantime, four in ten companies have had direct experience with smart industry. The index, which was generated for the third time, was commissioned by Staufen and surveyed 277 businesses in Germany.
Studies 2014 – 2016

Study Industry Monitor: Innovation 2015 (German)

The German industry is failing to leverage its innovative potential: Nine in ten manufacturers report the pressure of increasing the numbers of new developments and accelerating their development times. The necessary framework is often not in place to put these goals into practice, however. In almost one in every three companies, work on innovations takes place during overtime or after office hours. And nearly two-thirds of German manufacturers regard themselves as pioneers in the field of innovation. These were the findings of the Industry Monitor: Innovation 2015.
Studies 2014 – 2016

Study: Lean development in the German mechanical engineering 2015 (German)

Failure to meet deadlines, going over budget, losses in quality — nearly four in ten development projects in German mechanical and plant engineering fail to meet their targets. This was the outcome of a study Staufen conducted jointly with Germany’s Mechanical Engineering Industry Association (VDMA). It appears that the principles of efficient and effective development projects are applied in a wide range of ways among German mechanical and plant engineers.

Studies 2014 – 2016

Study: German Industry 4.0 Index 2015 (German)

Manufacturing companies are anticipating changes due to I4.0: 57% of German manufacturers state that their business model will tangibly change within the next five years due to smart factories and connected products. This was the take-home message of the German Industry 4.0 Index, which Staufen conducted for the second time in 2015.

Studies 2014 – 2016

Study: Aviation 2015

The German aviation industry will transfer more and more of its development and processing capacities to Asia in the years ahead. There is the threat of local plants closing, especially among the larger players in the field, according to the findings of the 2015 aviation study. Staufen and the German Aerospace Industries Association (BDLI) spoke to over 100 manufacturers in the German aviation industry.

Studies 2014 – 2016

Study China – Industry 4.0 Index 2015

In the meantime, half of all Chinese manufacturers have the topic of intelligent factories on their agenda. And 80% of Swiss manufacturing companies are convinced that Industry 4.0 will be linked to major commercial success for them, according to the findings of an international study entitled “Industry 4.0 Index 2015.” A total of 329 manufacturers in Switzerland, Germany and China were surveyed for the index, which was conducted in the summer of 2015.

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