Europe’s chemical industry is undergoing a significant shift. Rising energy costs, global competition, and increasing sustainability demands are placing immense pressure on companies. In Germany, plant capacity utilization has dropped below a profitable level, and many firms are considering shifting production abroad.
While some companies remain cautious, CHT Group from Tübingen takes a proactive approach – with purpose and clarity. In collaboration with TTE Strategy, the company launched a structured transformation process grounded in strategic precision, executional discipline, and active employee involvement.
The transformation began with a bold move: reshaping a historically grown network of 26 regional entities into an integrated global group. The new structure replaces silos and complexity with a unified business operating model, focused on customer orientation, scalability, and innovation readiness.
For CHT, transformation is more than reorganization – it’s a mindset shift. Through co-creation teams, solutions were developed from within the organization, not imposed from outside. Leadership played a vital stabilizing role. CEO Eva Baumann emphasized presence, transparency, and engagement to foster trust and guide change.
TTE Strategy’s strength lies in combining strategic clarity with operational expertise and a deep understanding of change dynamics. Using its Strategy Development Framework, Delivery Interlock logic, and the “Team of the Future” co-creation format, TTE ensures transformation is not only designed – but embedded and effective.
The CHT Group case is a strong example: transformation succeeds when it is co-owned, not top-down. It’s not just about new structures but about shifting perspectives. That’s how strategy turns into lasting impact.
