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Personal development at iCon opens up new career prospects within the innogy Group

I have worked at innogy Consulting for almost two years and, over this time, have contributed to numerous exciting and thematically diverse projects. The experience has provided me with a wealth of expertise and operational knowledge and has also greatly enhanced my personal development. But I’m still just embarking on my consulting career at innogy Consulting and am looking forward to many more years, during which I hope to discover new business areas, topics, and projects.

Gaining sound and wide-ranging experience as a consultant

My work at innogy Consulting is professionally rewarding; there are exciting challenges to tackle each and every day. But in the future, I can also imagine stepping across long term into the operational side of the business and assuming different types of responsibility, with a particular focus on staff and budgeting. Working at innogy Consulting will help me achieve this one day; working hand-in-glove with the group is the ideal preparation for a potential transfer. Of course, there’s nothing self-evident or inevitable about the step – working in the corporate side isn’t the aspiration of every consultant. However, I know many colleagues who – after many years at innogy Consulting and with the corresponding management experience – have followed precisely this path.

Insider’s knowledge of the group

At innogy Consulting, we gain a holistic understanding of the group, its diverse segments and functions, and the challenges they face. In addition, our work on projects in different fields involves us working together with a large number of colleagues on the group side. For my part, this has allowed me to build and maintain a valuable network. All these factors can offer decisive added value in any future role in the group. One further advantage that shouldn’t be underestimated is that, unlike a move to a different company, we know exactly what to expect.

Stepping over into the group

My colleague Alexander Schaudig worked for innogy Consulting for almost eight years and decided to join the group about two years ago. I talked to him about his current responsibilities, why he decided to make the move within the innogy Group and what connections he still feels he has with innogy Consulting. It makes for interesting reading.

David Gölz: Alexander, you worked for innogy Consulting for almost eight years and progressed from consultant to partner. Some two years ago you decided to move over to the corporate side. What is your role now and what are your tasks?

Alexander Schaudig: My job title is Senior Vice President Business Excellence & Programme Management. The Grid & Infrastructure business segment, which includes my department, is headed by Hildegard Müller, who is a member of the board of directors at innogy SE. My primary focus lies in four areas: Digital Transformation, Business Excellence & New Ways of Working, Project Management & Coordination, and Executive Matters. We focus on issues relating to optimising and developing our grid business through digitisation, efficiency issues and special projects – and never losing sight of our goal to continually increase customer and employee satisfaction.

David Gölz: After having worked in consulting for several years, there are a significant number of colleagues keen to move on to new challenges on the operational side of the business. And many consultants at innogy Consulting decide to take on new tasks, in particular, on the corporate side. What were your reasons for moving into the operational business? And what, in particular, prompted you to opt for a position at innogy?

Alexander Schaudig: I found working for innogy Consulting really rewarding. I learned a lot and was able to gain valuable practical experience – especially in the area of team leadership – and tackle exciting challenges head on. That’s why I ended up doing the job for almost eight years. At the same time, I felt I needed to extend my learning curve in a completely different way and take on new tasks in day-to-day business.

My many years of work for innogy – and formerly for RWE – have given me an intimate knowledge of the company and the Grid & Infrastructure business segment, its tasks and challenges, and, in particular, the people who work here. I quickly realised that I wanted to continue working in this area. When I was given the opportunity to make the move, I jumped at the opportunity.

David Gölz: How exactly did you arrive at your current position and just how did the transition unfold?

Alexander Schaudig: During my final years at innogy Consulting, most of my work was focused on a number of projects for Grid & Infrastructure. In my final project I acted as a partner to develop a strategy for the Grid & Infrastructure business segment. This involved a process of restructuring, giving me the opportunity to successfully apply for one of the newly established departments.

In the end, the transition to the new position proved to be very smooth. Throughout the final weeks I was both supervising the original strategy project and, in parallel, making a start on new tasks that were closely related to those of the old project. What made the smooth transition possible was the great support I received from innogy Consulting.

David Gölz: I would say the reasons I personally like working in consulting are the breadth and speed of knowledge I can acquire. What would you say were the lessons you learned at innogy Consulting that have helped you in your new job?

Alexander Schaudig: I’d categorize what I learned into two areas. On the one hand, I acquired an incredible amount of methodological skills in project and programme management, such as how to successfully plan and implement highly complex projects and how good stakeholder management works. Skills of that kind are crucial, and I regularly use them in my new role. While on the other hand, I am now reaping the benefits of having worked at innogy Consulting in every area of the value chain and in a variety of roles, reflecting the diversity of the projects I was involved in. This has helped me understand the connections between the group’s business segments, and between the various departments within our segment. I have a much better understanding of my tasks as a result.

David Gölz: Were you reluctant to leave innogy Consulting? I can still remember when it was time to see you off. As memory serves, there was no shortage of sad faces.

Alexander Schaudig: I didn’t know whether to laugh or cry when it came to making my exit. I’m very grateful to innogy Consulting and my former colleagues for the great time I had. I had a lot of fun, learnt even more, and was always looking forward to exciting new challenges. The freedom I enjoyed at innogy Consulting gave me the chance to develop. But I was also looking forward to tackling new tasks and the particular challenges involved in operational work.

David Gölz: Looking back, what do you miss most about innogy Consulting or about your former job?

Alexander Schaudig: Having the luxury to intensively engage myself in a topic over a longer period of time – in-depth analysis, evaluation and development of potential solutions. I don’t have much time for that in my current role; I am responsible for numerous, highly diverse issues, all of which have to be dealt with in parallel.

David Gölz: Do you still have contacts at innogy Consulting, and is there any crossover?

Alexander Schaudig: Without a doubt, there are no shortage of interfaces with innogy Consulting, both personal and professional. I am still in close contact with my former colleagues. In the years I worked for innogy Consulting, I developed so many good friendships, which I continue to cultivate. There are also purely professional interfaces, as my team and I often work closely with innogy Consulting on projects. Last year, for example, we worked together on several organisational and strategic digitisation projects.

David Gölz: Thank you so much for the interesting interview and the detailed insights you gave us into your old and new positions.

An article by

David Gölz

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