When we step in
The situations that trigger an engagement
If you recognise your company in one of these situations, a thirty-minute conversation will be enough to know whether an engagement is justified.
- Headcount that has grown sharply in a short time
- Decisions that all go up to the business owner
- Internal lead times deteriorating without explanation
- Recurring tension between two departments
- A critical dependence on one or two key people
Our approach
How we approach this subject
The symptoms are always the same: decisions that systematically go up to the business owner, meetings nobody leaves with a clear action, overlaps between departments, and a handful of indispensable people on whom business continuity depends.
We start by mapping what actually happens, not what the organisation chart describes. Processes are reconstructed from interviews and observation on the ground, then measured: how many steps, how many approvals, how many days between request and delivery.
The gap between the official process and the real one is where the real value lies. It reveals the workarounds teams have invented to do their job despite the system, and those workarounds are often good ideas that simply need to be made official.
The redesign then covers three levels: roles, with explicit decision boundaries; processes, simplified and each given an owner; and governance, with a meeting cycle that has a purpose, a duration and minutes.
In practice
What we do
- Mapping of real processes and measurement of lead times
- Clarification of roles and decision boundaries
- Redesign of the governance cycle and bodies
- Team sizing and recruitment plan
- Documentation of critical procedures
What you receive
The deliverables
- Deliverable 01
- Process map, before and after
- Deliverable 02
- Responsibility matrix (who decides, who executes, who is informed)
- Deliverable 03
- Target organisation chart and transition plan
- Deliverable 04
- Governance calendar and minutes templates
An engagement that is scoped from the first day to the last.
Step by step
The typical schedule
Indicative duration for a standard scope. It is set precisely in the scoping note, before any commitment.
- 01
Immersion
Weeks 1 and 2Individual interviews and observation of key roles, without judgement or managers present.
- 02
Mapping
Weeks 3 and 4Reconstruction of real processes, measurement of lead times and identification of friction points.
- 03
Design
Weeks 5 and 6Defining the target with the teams involved, settling roles and simplifying channels.
- 04
Roll-out
Weeks 7 and 8Documentation, training of process owners and follow-up during the first weeks of application.
Benchmarks
What you can expect
40%
fewer approval steps on average in the processes reworked
4
to 8 weeks for a typical engagement
1
named owner for every key process
Frequently asked questions
About organisation & processes
It is a real risk, and we address it through transparency. A kick-off meeting explains the approach to everyone, and we guarantee the anonymity of what is said in interviews.
Not necessarily, and it is never our starting point. In most engagements, reorganisation frees up time spent on low-value tasks and allows skills to be redeployed.
With both. A target designed without front-line managers does not survive its first month of application.
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Our other areas of expertise
Get in touch
Need help with organisation & processes?
Tell us about your situation. We will tell you frankly whether this service is the right one, whether you should start with another, or whether we are not the right partner.