Optimisation in transformation
Re-dimensioning
Bring effort, impact and future viability into the right proportion with foresight: strategically, structurally and culturally.
When results come under pressure, blanket savings programmes are an obvious response. Re-dimensioning starts earlier and in a more targeted way. It means aligning an organisation so that effort, impact and future viability are in the right proportion, and finding that balance again and again.
What you come away with
- Clarified target picture of scale, purpose and impact
- Assessed options with their key trade-offs
- Prioritised levers with a plan for implementation and embedding
How we work
- 01
Analysis
Systematically identify structural, cultural and strategic areas of tension.
- 02
Prioritisation
Assess fields of action for effectiveness, feasibility and relevance to the future.
- 03
Development and implementation
Plan the solution architecture and implement it step by step with the people involved.
- 04
Embedding
Establish responsibilities, learning routines and governance on a lasting basis.
Clarifying scale, purpose and impact
The first question is what impact should be achieved: operationally in the short term and structurally in the medium term. With management, we identify the structural, cultural and strategic areas of tension as well as internal and external influencing factors. The focus is on the company's actual performance logic, not just on organisation charts and budget pots.
Prioritising levers by their contribution to value
The whole company does not always need to change. Often individual dimensions are enough, such as spans of control, overheads or processes, provided the levers have been properly identified. Fields of action are assessed for effectiveness, feasibility and relevance to the future. Critical capabilities that the company will need in future are explicitly protected.
Re-dimensioning is not a savings programme. It is the clarification of scale, purpose and impact.
Developing, implementing and embedding
Structural adjustments, cultural interventions and strategic realignment are planned as a coherent architecture. Implementation takes place with the people involved, step by step and with room for adjustment. Clear responsibilities, learning routines and suitable governance ensure that the new fit holds in everyday work.
Book an initial callWith foresight rather than under pressure to act
Management action is often driven by short-term improvements to results and a focus on the annual accounts. Savings are then made in one place and compensated for in another, without any recognisable picture of the future. Re-dimensioning, by contrast, treats adjustment as a structured, continuous process that secures the company's ability to do business in the medium and long term. It is based on the concept of foresighted self-renewal, with which transformis aims to make organisations stronger and more resilient over the long term.
Saving and investing at the same time
Many companies face a conflict of goals: costs must come down to remain profitable under today's conditions, and at the same time investment in new technologies and business models is needed. Those who only save lose the future; those who only invest lose the present. Re-dimensioning addresses both requirements together. Resources, attention and energy are reallocated in a targeted, forward-looking way.
Read more
Deliverables: Clarified target picture of scale, purpose and impact; Assessed options with their key trade-offs; Prioritised levers with a plan for implementation and embedding.
Re-dimensioning is neither a savings programme nor crisis-mode restructuring. Questions of employment, corporate and tax law as well as financing are dealt with by the relevant specialists.
Frequently asked questions
What is re-dimensioning, and what is it not?
Re-dimensioning combines strategic and operational design based on a clarification of scale, purpose and impact. It is neither a savings programme nor a mechanical adjustment of structures.
Does the whole company always have to change?
Often not. Individual dimensions such as spans of control, overheads or processes are frequently enough, provided the levers have been properly identified. The analysis shows where interventions will have the greatest effect.
Where does the business benefit lie?
In more focused interventions, more differentiated decisions and faster implementation, while critical capabilities are protected. Concrete targets are agreed on the basis of the starting position and are not promised in advance.
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