Optimisation in transformation
Organisational performance
Identify performance and value-creation potential and tackle friction losses at their root causes.
Many organisations work hard but do not achieve the impact they need. Declining profitability, margin pressure or a lack of funds for future investment are typical reasons to take a fundamental look at their own performance. We do not see this work as a cost-cutting programme but as a contribution to the organisation's future viability.
What you come away with
- Performance and value-creation analysis with identified friction losses
- Picture of causes across processes, structures and leadership
- Prioritised fields of action with owners and points of observation
How we work
- 01
Clarify the starting point
Describe the occasion, economic expectations and affected areas with management.
- 02
Analyse performance
Examine tied-up resources, interfaces and processes with the people involved.
- 03
Prioritise fields of action
Classify causes and rank measures by impact and feasibility.
- 04
Track impact
Evaluate changes against agreed points of observation and adjust course.
Analysing performance and value creation
The starting point is a performance and value-creation analysis. Together with those responsible, we look at where resources are tied up: in duplicated work, at interfaces, in unclear responsibilities or in processes that generate more coordination than results. Observations from the departments involved are combined with the available key figures. The result is a picture that goes beyond the organisation chart and the budget allocation.
Understanding causes structurally
Friction losses rarely have a single cause. A stalling process may be linked to spans of control, decision paths or an unclear allocation of roles. In a documented project in the logistics operation of a medium-sized wholesale group, a diagnosis using cross-departmental sounding boards revealed a leadership deficit as the central pattern; the response was a new leadership structure. This is why we examine processes, structures and leadership together before measures are decided.
Resources should flow less into internal friction and more into value creation.
Unlocking performance reserves in a targeted way
Fields of action are derived from the analysis and prioritised by impact and feasibility. Depending on the starting point, this may mean process optimisation, complexity reduction, a different allocation of resources or an adjustment of the organisation. For each field of action, owners and points of observation are agreed. Capacity that is freed up should flow into value creation, innovation and development.
Book an initial callOptimisation is more than cost reduction
Optimisation is often understood as cost reduction. For managing directors, executive boards and owners, the real question is: how can we achieve economic relief without damaging the organisation? And how does the company gain room for the future? We therefore orient the work towards regaining the ability to act, productivity and profitability. Capabilities the company will need in future are explicitly protected.
The most costly friction often lies outside production
Waste in administration is hard to find and often has high knock-on costs. It includes queries caused by missing information, tasks left waiting, duplicate filing, meetings without a purpose and duplicated work because responsibilities are unclear. These patterns are rarely the failing of individuals. They arise from the way work, responsibility and information are organised, and that is where they must be addressed.
Read more
Deliverables: Performance and value-creation analysis with identified friction losses; Picture of causes across processes, structures and leadership; Prioritised fields of action with owners and points of observation.
Organisational optimisation is neither a blanket cost-cutting programme nor crisis-mode restructuring. Savings or productivity targets are not promised in advance; they require a concrete baseline.
Frequently asked questions
Is this a cost-cutting programme?
No. Organisational optimisation is meant to provide economic relief without damaging the substance of the organisation. Costs are considered, but in connection with value creation, the ability to act and future investment. Blanket savings targets without an analysis of causes often mean that the same problems return later.
When is the right time?
Typical occasions are declining profitability, margin pressure, high costs, duplicated work, overly complex processes, too many interfaces or low productivity. Another signal: funds for innovation and future investment are lacking even though the organisation is working at full stretch.
How is impact assessed?
Against a baseline described in advance and agreed points of observation. Activities carried out, changed processes and economic results are kept apart. This keeps it clear where course corrections are needed.
Prefer to talk directly?
What decision are you facing? Together, we clarify your situation, the people involved and the right next step.
Jan-Niclas Bockard
Director | Chief Operating Officer (COO) | Head of corporate strategy competence team
Your initial call
Let’s talk about your situation and what you want to develop in your organisation.
- Your situation
- What brings you to us
- Possible next steps