International project management for world market leader, CLAAS

With intercultural awareness on-the-job, consulting off-the-job and an academic certification, CLAAS reaches highest performance of international project managers and increases the efficiency of international teams.

The CLAAS Group

CLAAS is a family business founded in 1913 and is one of the world's leading manufacturers of agricultural engineering equipment. The company, with corporate headquarters in Harsewinkel, Westphalia, is the European market leader in combine harvesters. CLAAS is the world leader in another large product group, self-propelled forage harvesters. CLAAS is also a top performer in world-wide agricultural engineering with tractors, agricultural balers and green harvesting machinery. The CLAAS product portfolio also includes state-of-the-art farming information technology. CLAAS employs around 11,000 workers worldwide and reported a turnover of 3.8 billion euros in the financial year of 2013. With production plants in Germany, France, Hungary, Russia, America, India and China, CLAAS is an international company. Therefore, international projects have a great significance: about 40 percent of CLAAS’ projects are cross-border projects.

More about CLAAS

Check-up: international challenges

How do I avoid intercultural misunderstandings in international teams?

How do different personal preferences in working style influence the progress of projects?

Which project phases differ from culture to culture and why?

How important are deadlines and how is time management defined in diverse cultural areas?

Why is giving feedback not always as simple as giving feedback?

What kind of unique skills does an international project manager need?


Key objectives

  1. Certificated qualification as project manager
  2. Motivation for international cooperation generates a sense of self-confidence
  3. Increase performance by recognizing synergy potential and sensitively handling intercultural critical incidents
  4. Process accelerations and continuous improvement of quality saves costs
  5. Integration of cultural characteristics and avoidance of misunderstandings optimize communication processes
  6. Sustainable safeguard for success through professional behavior in international surroundings


Full-service ICU® solution:

Target group: Project managers with and without basic knowledge in project management, international project teams

Core areas of development: Recruitment, learning processes, commitment, motivation and volition, tools, management, stress, groups, principles, model


  • Clarification of needs and assessment (Intercultural Preference Tool IPT®)
  • Off-the-job training: Intercultural awareness, intercultural risk management, intercultural tools of leadership for project management, intercultural online case studies
  • On-the-job consulting, coaching and skill development: International project management qualification for project managers, intercultural teambuilding, intercultural mediation within the team 
  • Planning and implementation of own projects in small group
  • Certification by Project Management Institute (icunet or own in-house project management workshop)
  • Examination for certificated qualification as international project manager (icunet in cooperation with university)
  • Constant contact of icunet’s intercultural experts before, during and 365 days after the qualification

Outcome and most important takeaways for CLAAS

Based on an already existing certificated project management training in Germany, icunet supported CLAAS to transform these experiences into an international form. A first, successful pilot project was carried out. The collaboration with the University of Bielefeld in addition to icunet’s intercultural expertise made an important contribution to the certification – genuine added value for CLAAS. Future challenges in international project management and work can now be perceived more effectively by a valuable preparation for cross-cultural collaboration.

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