Organisational Development

The market is in motion

The market is permanently moving. It is hard to predict towards which direction. Similarly, the trends and cycles are also hard to foresee. This reality confronts the organisation with the necessity to continuously study innovations and processes depending on constant change. These changes are different. They are either of regulatory kind or it is the technological progress as such. But there are also political and social changes forcing the firms to adapt themselves. Companies are facing the challenge that tasks are either changing, are not needed any more or have to be created anew. The same applies to processes, products and services. Historically grown structures within organisations can become inefficient or obsolete by that. All these aspects have an impact on the requirements of job descriptions and the needed skills. The core of the organisation must renew itself permanently and in order to do that also has to leave things and knowledge behind. This may hurt sometimes. Let us look back on some cases:

 

  • IBM (Big Blue) turned from a hardware producer into a consulting company

  • Kodak used to be known for products for photographic equipment and is today producing printing machines. Kodak reacted much too late to the "Digital-Boom", although the  28 year old Kodak ingenieer Steven Sasson had invented the first digital camera as early as in 1976. However, the Kodak management had rejected his idea.

  • Nestlé has reacted in time and nowadays earns much money with Nespresso, although here as well the idea of the capsule Eric Favre worked on in 1976 (Eric Favre is the father of the capsule idea at Nestlé) was turned down with the argument "absolutely no chance"). Eric Favre was even outplaced into another department. Nine years later he had enough and was about to leave Nestlé. Helmut Maucher, Nestlé Chef at that time,  made Favre come back and appointed him CEO of the new firm Nespresso in 1986.

  • In the 70ies, the Swiss watch industry was endangered by digital watches from Japan and almost disappeared from the market. Today it is again the embodyment of the watch industry. 

 

Many companies suffered from comparable symptoms or have simply disappeared.  They have one thing in common: They either could or would not adapt to changes and therefore had to go through hard times of restructuring and the reduction of employees.

 

Factors of a successful re-organisation
  • Involvement of the employees in the solution process and active participation of the management team, above all if it comes to creating new structures

  • Implementation of a fact based perspective with a structured and fast approach

  • Addressing of individual problems with an open communication of the sourrounding conditions and targets

  • Explanation of a comprehensible benefit

 

We help you identify emprovement potential and optimize the organisation and processes for the current and new job definitions.  The optimisation is based on a fact-based bottom-up-analysis with active participation of the management team and the employees. The targed focussed, clearly defined procedure enables a fast implementation. We work according to a three-step phase plan:  Analysis and definition of solutions, implementation of the organisational and process related analysis, implementation of processes. This method has proved itself in practice. It leads directly through the restructuring of the organisation and processes. There are clear objectives and deadlines in each project phase.

 

Benefit

During change processes, the method-based procedure leads to a win-win-situation for all people involved:

  • Explanation of a comprehensible benefit

  • More productivity and less working costs

  • Enhanced flexibility of the production or of the services

  • Adequate assignment of tasks, optimized regarding costs and needs according to the job descriptions of the employees 

  • More flexible use of staff, increased satisfaction of the employees and reduced fluctuation

 

Profit by your experience and knowledge to sustainably lead and shape your organisation.

 

© 2019 IVAN STUDER Personal- & Unternehmensmanagement

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