Why
A less performant organisational structure often causes: fragmented responsibilities, ambiguities and grey zones about who does what, silo effects and internal politics, … Neither customers, shareholders nor employees benefit. Therefore, a well-defined organisational structure is an important factor for efficiency and competitiveness.
What
Designing and rolling out an optimal organisational structure. This includes among others: model choice, structure development, team classification, missions and core tasks, hierarchical levels, team sizes, job design, competence determination, work organisation, coordination mechanisms, migration plan, …
How
Changing an organisational structure is complex and very sensitive because it directly affects individual interests. We have developed a standard process that can be adapted to the specific needs of the client. We have very broad experience in this area and can guide you in a well-informed way through your choices, through the implementation and through internal communication.
Why
Internal suppliers often do not know exactly what their customers want. They do not always know their expectations and consequently often fail to meet them. Internal customers often do not know the implications of their requests on the internal supplier. They rarely have an idea of the cost of their demands. As a result, they often ask for expensive bells and whistles.
What
Improving internal customer/supplier – relationships with the aim of increasing efficiency, shortening lead times, eliminating internal frustrations.
How
We identify the needs of the internal customers in a structured way as well as the cost / difficulty at the internal supplier. Based on this, things are clarified, increased, reduced, adjusted, shifted, etc. All this is poured into an action plan, which is then implemented on a project basis.
Why
In every organisation, there are tasks/responsibilities that fall between the folds of different departments/teams/employees. This often leads to frustrations, conflicts and underperformance. In extreme cases, this is even felt by the customer.
What
Clearly define what is expected from each department/team/employee and translate this into roles and responsibilities.
How
First, the tasks/responsibilities are reviewed per department/team/employee. These are then put side by side and checked for coherence. An action plan is then drawn up to evolve from the current way of working to the proposed way of working. Finally, this action plan is implemented on a project basis.
