F-act management » Crossborder interim management » Company transformation or restructuring

Company transformation and reorganization

Successful change through active involvement of all stakeholders

Understand the reasons for the change, work with the teams, communicate regularly. A clear and logical strategy on how and when the change will successfully take place. This can involve the strategy, the business model, the organization people and processes. A transition manager has delivered successful projects time and time again. He knows what is needed and is just as driven by a positive outcome as the CEO.

Risks can be transformed into opportunities for innovation, stimulating growth, resilience and value creation. A management team, which knows how to manage change by engaging various stakeholders and implementing new structures and approaches, is fundamental for addressing challenges such as transformation, repositioning, and digitization-well beyond simply adopting new technologies.

My experience enables me to tackle complex challenges with overview and attention to detail, accompanying your business toward concrete and lasting changes.

Boost your success

 

Let’s go

 

  1. you are interested in managerial/leadership solidity, structured flexibility, communication and interpersonal skills
  2. you need skills to understand and act positively on the causes of a dysfunction, crisis, or non-performance
  3. you prefer a manager who is not limited to “you have to do it this way” but who is able to develop scenarios that he/she implements jointly with your team

Critical issues of change

Here is a list of typical critical issues with related approaches and solutions, applicable both domestically and in crossborder challenges. To successfully overcoame resistance to change within the organization.

Cultural or legislative differences approach to the problem and solution Focus on common goals and values; consider feedback; avoid positions based on personalism and stereotypes; be familiar in laws and regulations with how they are applied in different national contexts.

 
Incomplete data and information approach to the problem and solution Determine the “baseline”; know how to make decisions even under uncertainty; strive for ‘increased transparency about facts and figures, to make informed decisions, using feedback loops; accept uncertainty and complexity but act on contingency factors with a defined roadmap.

 
Low performance approach to the problem and solution Collect data, verify existence and how to use criteria to measure success (KPIs), continuously monitor progress. Identify bottlenecks, inefficiencies and redundancies; pick up and use signals from customers.

 
Unexpected market conditions approach to the problem and solution Deep dive into customer/market conditions and adapt strategy, aiming for standardization with openness for localization of products and services. Do not compromise on quality but allow differences in marketing strategies.

 
Technology, infrastructure, inconsistent data approach to the problem and solution Use technologies and implement models that foster transparency, collaboration, harmonization but also leave room for key local needs.

 
Trust and motivation of those involved and talents are under stress approach to the problem and solution Ensure that the vision and a concrete action plan are known and understood. Involve the most important talents and resources, coupled with the support of the various stakeholders. Avoid passive handling of crises and seek to connect to action with openness to new, viable perspectives.

 

FACT management glossary for transformation and reorganization

Change management

Performance management

Operational excellence (OpEx)

Lean and digital transformation

Lean e smart factory

Turnaround management

What I can do for your company

I activate and implement complex change processes that improve the company organization and results. Together with your employees, I strengthen the effectiveness and efficiency of business processes.

 

Services

 

  • Rationalization of organizational structures and business processes
  • Transformation-oriented restructuring
  • Risk identification and mitigation; design and implementation of crisis prevention measures
  • Support in negotiations
  • Strategic realignment del business modell or repositioning
  • Improvement of performance and implementation of the integrated process management system
  • Support in generational change. Assisting the entrepreneur and the CDA along the development plan

Practical cases

Interim B.U director: more than temporary replacement

Balanced transition and relaunch of the business unit

During the search for a BU sales manager, marketing and service were reorganized, processes were digitalized, and internal sales / order processing was linked to custom assembly with significant productivity and process improvements.

Carve-out vs Spin-off strategy

Enhancing professional products and services

Instead of a partial sale or spin-off, various precise measures regarding brand, G-T-M target group marketing and organizational and operational development led to growth and success of the professional B2B2C sub-brand.

The complexities of an international ERP Project

Overcoming issues of standardization, data, conflict and resistance

Through international ERP_SAP system and master data integration, production and supply chain processes were coordinated in a future-proof manner.

From Lean to Smart Factory

People, machines, 5S: ingredients for innovation

Implementing Lean and 5S methodologies significantly increased production efficiency and established a culture of operational excellence, preparing the company for Industry 5.0 and smart factory opportunities.

F-ACT management factory is close to the entrepreneur and works in close cooperation with his team. It constructively resolves the conflicts typical of change. Thanks to its extensive expertise in the B2B sector, F-ACT understands business trends, applies best practices and generates valuable innovations.

 

Transformation also requires KPIs, but above all clarity and attitude in terms of decision-making in complex situations with direction, focus on the essentials and prioritization. Transformation must be lived, communicated and felt by the top team. To do this, you need a strong team with clear responsibilities right from the start.