1995-2000: Increasing efficiency

Increasing efficiency
Increasing efficiency

Organization

Increasing efficiency
The reorganization to the amoeba structure worked: Efficiency in the individual units increases as a result of the reduction in organizational overhead. The organization is now ready for the next step: complete networking of all sites and employees. Although the computer systems have reached an absolutely professional level with Macintosh computers, the isolation of Apple increasingly requires special conversions for customers. In 1998, this finally leads to the replacement of all Macs with PCs and to a completely new server and network landscape. In parallel to this, a group of employees develops the Drees & Sommer knowledge management system, hailed as exemplary by the Frankfurter Allgemeine Zeitung. These systems lead to a lasting improvement in internal communication and know-how, further increasing productivity.
The pace of work continues to increase - and physical fitness is required for professional success. For this reason, "Fit for life" is the central theme at the end of the millennium. This is the motto of a three-day office seminar for our employees in Dresden.

  • 1996 Drees & Sommer Facility Management
  • Offices in Budapest and Bucharest
  • 1997 Drees & Sommer Middle East
  • 1999 cooperation with ACN
  • Office in Bolzano and Rome
  • Drees & Sommer Infra Consult
  • Albis shareholding 
  • Office in Prague
  • 565 employees
  • Total sales DM 180 million

Focuses

Processes for a holistic approach to planning
The increase in pure investor projects result in a change in management requirements for such projects. Investors need security that their project will be implemented professionally and responsibly as designed and in accordance with ROI criteria.
There is a demand for implementation models such as General Management or the Building Partner model. For the investor, the focus is on the guarantee of success rather than on individual services. The basis - and thus, so to speak, the "insurance" for General Management or the Building Partner model - is the integrated planning model that largely rules out chance. In contrast to pigeonhole thinking, in integrated planning the cogs have to mesh exactly.
In addition to giving much greater planning stability than conventional approaches, this new process offers substantial potential for optimization of cooperation between management, designers and building contractors.
 

  • 1995 Telekom Bonn, Vereinigte Postversicherung Stuttgart (postal
  • 1996 Concert Hall Freiburg, Social Insurance Center Erfurt, Leipzig/Halle airport, German industry bank Düsseldorf
  • 1998 Nürnberger Versicherung, Düsseldorf City Gate
  • 1999 Potsdamer Platz Berlin, RTL Cologne, Frankfurt main train station, Nordic Embassies in Berlin
  • 2000 VW Autostadt (Car City) in Wolfsburg, Sevens shopping center in Düsseldorf