Who’s responsible for presentations?

Clear responsibility for presentations is a factor in corporate success. At first, this may seem odd. Marketing provides the template and the company presentation, HR runs training courses in software and presentation techniques, IT ensures PowerPoint operates smoothly, and everyone else is responsible for creating the actual presentations. There’s simply no other way; after all, every presentation is unique, depending on objectives, audience and the person giving it.

Wer ist zuständig?

Steer away from the level of individual presentations.

Reset the way you think. These individual aspects are based on a host of underlying organizational factors that cannot be dealt with by one single department or user for the company as a whole. Nor would any single department or user probably want to do that. Because it requires interdisciplinary knowledge, a good network within the company, awareness of business success, and assertiveness – and most people have neither the time, nor the will, nor indeed the capacity for these.

Which individual aspects are needed to produce a greater whole?

  • Aspects of Finance: Reporting total costs, setting KPIs, assessing improvement measures
  • Aspects of IT: Assessing the technology used and its embedding in the overall systems landscape, incorporation into digitization efforts, architecture and organization of data pools for presentations or images, process automation, improving user experience at the work place
  • Aspects of HR: Designing and running training courses, from software to argumentation and slide design to communication, presentation techniques and branding
  • Aspects of user departments, e.g. sales: Type of presentation, occasion, resource constraints, managing recurring components and elements, simplifying the creation, building and execution processes
  • Marketing aspects: Corporate identity, corporate design, corporate wording, the way brand messages and brand personality are conveyed by the presenter, consistent and up-to-date look, facts and figures




Now imagine who needs to talk to whom in order for this to work. Over the long term. But you can also imagine the benefits this discussion can bring.

How to create a greater whole

Appoint someone who can think with perspective and foresight in relation to the company, who is well networked, and who can assert themselves. In our opinion, the Head of Marketing would be a good choice. This is where everything comes together – where you kick-start a successful presentation project that lays the basis for long-term change. Allow adequate working time at the start. Once set up, however, involvement can then be reduced to ongoing, usually marginal adjustments.

  1. Appoint the project manager and participants – both central departments and important user areas.
  2. Run a kick-off workshop by formulating project goals, tasks, responsibilities and a timeline – within the framework conditions you set for organization, technology, digitization, brand, implementation and overall cost reduction. Take into account both the quantitative and qualitative aspects.
  3. Allow the project group to present the findings, analyses, measures and goals in milestones. And stay tuned for the initial results after 12 months. From data organization to costs to customer survey.

We assist with projects like these. They provide surprising new perspectives every time. And surprising results. Every company works differently. So there’s no patent remedy. But there is a basic approach that’s the same across the board, and which promises individual success. In any case, we usually see smiling faces at the end.

Ganzheitliches Thema

And then?

Then it’s up and running – if there’s someone responsible who can keep track of everything. And because everyone at the company will then know about it, you can make it an annual practice to set additional targets and measures, pool all information, see where things are coming unstuck, counteract this, and develop further. Enjoying a great return without any major expense.


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