Organisational consulting: Making organisations better

The project

Dissatisfied customers, poor operational performance: Following its merger, our client from the telco sector was faced with major challenges. The reason was duplicate structures in the organisation - in-depth organisational consulting was required!

Together with employees, we identified key pain points and thus created the basis for a new organisation - and generated direct acceptance through involvement. The organisational design itself was then a management task in a small group. As a sparring partner in the final testing, we were able to eliminate the last weak points and directly convince managers of the new organisation. The communication cascade we had planned and the transition of the employees then went completely smoothly with the strong support of the managers.

Our impact

After just a short time, our client was working successfully in the new structure - and continues to do so today. The significantly higher level of satisfaction among both employees and customers from day 1 continues. We are particularly pleased with the noticeably higher motivation of the employees in their work.

The project

Ever faster changing customer requirements, new legal framework conditions, growing competition: our client - a previously successful medium-sized software company - was finding it increasingly difficult to keep up with the necessary pace in the market. An agile transformation of product development was needed to address these issues.

In a quick analysis, including automated employee surveys and job shadowing in central meetings, we derived starting points for the transformation. We regularly developed the resulting change backlog together. In this setting, we jointly identified the most important impediments that stood in the way of the project goals - time-to-market, product quality and transparency. We then used agile practices and methods to eliminate these - as part of a step-by-step, agile transformation. We flanked and stabilised this change via an executive action team and a change agent community.

Our impact

After just a few weeks, our client achieved a significant reduction in time-to-market and at the same time a considerable reduction in quality costs in the development of new software components. The organisation was gradually made more efficient - without the frictional losses of many reorganisation projects. We are particularly pleased with the employees' personal responsibility for continuous improvement - based on agile thinking and practices (e.g. Scrum, Kanban). Cross-functional teams are now proactively driving forward the continuous improvement process that has been initiated.

The project

An owner-managed family holding company was clearly oversized, the value contribution from an investment perspective was unsatisfactory and the culture was no longer up to date. Following a generational change, it was time to tackle these issues.

In close consultation with the managing partner and top executives, we supported the reorganisation and provided end-to-end support, from the new organisational design to implementation. It was crucial to consider the changes to the organisation and the hierarchical culture.

The trusting and close collaboration with the managing partner was the basis for smooth implementation and successful communication to employees and the media.

Our impact

The new holding company has started with a positive media response. The announced staff reductions have now been completed. At the new location, the new organisation has proven itself in the strategic management of the investments and during the coronavirus pandemic. The cultural change has also been successfully introduced, so that work is now much more collaborative both internally and with the subsidiaries. This makes organisational consulting fun!