Organisation optimisation

Organisation development

Market developments move fast, the organisation has to keep up at least as fast.

Information gathering and the necessary subsequent analysis and decision-making too often become increasingly syrupy. (Too) many officials ‘have to think something of it’. The lead time to action increases and is actually already unacceptably long. Ownership/accountability per topic or project have languished.

How do you really prepare the organisation and its people for the future?

Overhead scan

In an organisation, overhead is necessary. Management, commerce, marketing, administration, human resources, facilities services, R&D, quality are simply necessary. Unfortunately, overhead, especially in good times, tends to grow naturally and more than necessary. However, what is the most desirable situation? What overhead is really needed for now and the future? Objectification helps to optimise overhead costs.

Our overhead scan creates a clear picture of the overhead structure:

• To what extent does the structure match the company's strategy and objectives?
• Room for optimisation: the possibilities for improvement and realisable reductions in the short and longer term.
• To what extent is the level of indirect costs appropriate?
• What one-off costs can be expected upon optimisation?

In addition to a lot of know-how and long-term experience, the overhead scan is based on a benchmark of comparable companies in terms of nature and/or sector. Because indirect and direct costs simply interact, the overhead scan often results in pragmatic recommendations to optimise direct costs as well.

Organisational structure analysis

An independent analysis of management, reporting lines, working methods and (hidden) qualities reveals where the shoe pinches. It often helps to make the structure flatter. This should be combined with clear responsibilities and powers.

Implementation of our recommendations leads to:

• Optimisation of the organisational structure, ownership/accountability
• Clearer management
• Fast and adequate decision-making, improved motivation
• More efficient working with reduction of costs, a foundation for cost reduction

Corporate structure

Matching company structure to your ambitions

Sometimes it is necessary to look at the company's managerial and legal structure. Often this has remained unchanged for years. But companies evolve and ambitions change. Kruger advises on the structure that matches the (new) ambition level of the company and the accumulation and preservation of capital. In this way, the risk profile for the company and its stakeholders can often be significantly reduced.

Structural costs

You suspect that your organisation's costs are too high. How high should they actually be to remain competitive? Also, costs that vary with sales or production volume tend to become less variable over time. How do you cope with this development?

With one or more of the following analyses, clarity will emerge:

• benchmark
• overhead analysis
• scan for project-oriented organisations
• for specific analyses of e.g. procurement processes, logistics processes and automation, we work together with permanent partners working under our direction.