Specialist area · Interim Management

Reorganisation with a defined end date.

Structuring departments, optimising the process landscape and adjusting reporting hierarchies directly in practice.

What it is about

Pure structural consulting often reaches its limits when it comes to real implementation in the plant. In a reorganisation, I do not stay in the role of the adviser, but implement the new structures myself directly on site as the responsible manager. This includes resolving process bottlenecks, redesigning reporting and hierarchy levels and clearly reassigning tasks and responsibilities.

The departments concerned are led operationally through the change phase. Resistance is reduced through transparent argumentation based on figures, data and facts. As soon as the new processes are established and the efficiency targets are reached, the reorganised unit is handed over to internal management in an orderly manner.

Frequently asked questions

What distinguishes this reorganisation from classic consulting?

I do not just produce concepts and presentations, but take on disciplinary responsibility for implementation. I hold the conversations with the teams, adapt the work instructions and carry the risk for the success of the new structure directly on site.

How is it ensured that the new structures last after the mandate?

The processes are designed as simply and as close to practice as possible, cleanly documented and firmly integrated into existing management systems. This prevents a relapse into old patterns after the project has ended.

Implement a reorganisation project operationally?

Discuss a mandate