Organisational Reorganisation
The possible goals of reorganisation include improving effectiveness, increasing profit, increasing shareholder's wealth, retaining key employees, etc. The goal is determined by the client.
The work consists of the following stages:
1. Collection and analysis of information
2. Proposal of changes and solutions
3. Change planning and implementation of changes
4. Consistent follow-up in association with the customer’s management
5. Final reporting and presentation to management
When is it wise to use this service:
a) Company is losing money and management is unable to resolve the problem
b) Company is losing market share
c) Payments are in arrears
d) Clients and/or employees are dissatisfied
e) Management is not implementing/achieving the goals provided by the board
f) Management is unable to adjust with changes in the external environment and therefore failing to take advantage of opportunities in the market
Main arguments for using the PWP in the reorganisation process:
a) Consultant generates real solutions and takes responsibility for implementation
b) As the consultant does the real work, the client’s only concern is to concur with the solutions and support the consultant’s activity
c) As the consultant comes from outside the entity, he is neutral and objective in his work; it is easier for him to persuade the employees to change their acts and thus he gets the requested result more easily
e) Consultants actively take part in the every-day work as part of the temporary workforce. (participate in meetings, brainstorming, and discussions)
f) Consultant’s involvement in the reorganisation enables him to compare the company’s situation with that of other companies in Estonia and abroad, enabling better solutions.
g) Consultant implements progressive changes based on professional business principles and the interests of the customer
h) Consultant assures complete confidentiality
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