Case StudyFrom production plant towards a service-oriented organisation
Working all efficiently and disciplined together, towards one common goal
A printing- & publishing company.
Head from an ‘internal oriented production plant’ towards a ‘lean and service-oriented mediahouse’.
Redefine and implement the new strategy.
The organisation fulfills its tasks in a rapidly changing market context.
The constant decrease of the production volume causes a problem of overcapacity and brings the organisation under financial pressure.
The management team lacks business acumen and isn’t able to turn the tide themselves.
The board of directors and the general manager want to ensure that the company will have a future that is economically viable.
The publishing as well as the printing office becomes more performant
The company becomes agile, which continuously improves as a result of its own employees
Define a justified strategic plan for the company and implement it
The action plan for this organisation development comprises two main components, namely structure and culture:
The organisational structure and –operations will be mapped and adapted to new objectives. The
‘voice of the customer’ needs to be integrated when improving the company’s business processes
The core values of the company as well as the contributions, skills and potential of the employees will be reviewed
and developed where necessary. In particular, special attention is paid to the needed future leadership skills
Accompany the entire internal change process
a top-down and bottom-up approach was outlined
besides the elaboration and implementation of the long-term goals, organisational processes and structure, cultural change within the organisation was eventually the main action point
our methodology needed to be down-to-earth, concrete and pragmatic because professional business knowledge was missing for most of the people
We took on different roles during this project:
First as an auditor, to analyse and advise on the internal organisation to the board of directors and the General
Secondly, as a coach and sounding-board for the General Manager and his leadership team
Thirdly, as a facilitator to develop and align the business strategy, the company’s processes and its people
And last but not least as an implementator, where necessary
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