The financial and economic crisises of the past have shown us how quickly and severely a company’s earnings situation can erode. Even well-positioned companies suddenly suffer from the loss of important customers and sources of supply, while more restrictive lending by banks and savings banks takes away the air we breathe and stands in the way of necessary future investments.
Selective actions are helpful, but usually do not work together. A systematic, sustainable and comprehensive improvement in results, on the other hand, can improve the company’s prospects, even with a view to future crises. Together, we increase the company’s substance and make your company weatherproof. At the same time, a better equity base gives you more scope for entrepreneurial decisions
This can be achieved if all parts of the company and its business policy are put to the test. Instead of selective improvements, a comprehensive concept „from a single source“ and its consistent implementation is required.
The company’s goals and strategy are the focus of the essay. In which direction do the owners and management want to develop the company? How will the goals be pursued in the long term, i.e. strategically? Are the prospective profitable markets being addressed, are the right products and services available or can they at least be developed? Are loss-makers being dragged along, and what would be the impact of a possible discontinuation of individual activities?
The results are incorporated into the design of the operational areas of the company.
In purchasing, day-to-day business must be geared towards better conditions and the purchasing policy must be geared towards securing and improving the procurement base in the long term. Targeted employee training creates a level playing field with the suppliers‘ sales teams.
In the actual provision of services/production, structural adjustments and optimized processes bring direct cost savings, while quality can be improved and processes accelerated. Optimizations in logistics and materials/merchandise management support these adjustments.
Sales benefits from a clear identification of target customers and relevant products and services. The introduction or adaptation of sales controlling, which is integrated into a comprehensive management concept, supports sales in achieving optimal results.
Particularly important or promising customers receive especially intensive support in key accounting. Where appropriate, product management, which provides product, market and competitor-related analysis and other information, supports the sales staff.
In the administrative and support departments, it must first be clarified whether the relevant tasks are covered by the optimum number and quality of staff.
A core element is the analysis and possible adjustment of commercial control processes. Are operational events recorded correctly, comprehensively and quickly enough and is the data obtained processed in a way that is necessary for management decisions? Is the information being used and, if so, how?
The other administrative functions are also being critically scrutinized. The HR department must not only ensure that HR administrative processes are handled correctly, but must also be integrated into the corporate strategy. The goal of attracting, optimally integrating and retaining the best minds is becoming an increasingly important factor in competition. This includes shaping the perception of the company in the HR market as well as identifying and addressing individual training needs. Issues such as working time models and performance-related remuneration models are also key tasks of modern HR work.
The interfaces between the individual company departments must function smoothly.
To this end, the overarching processes are critically scrutinized and, where necessary, adapted and all interface processes are documented. This ensures that responsibilities are clearly defined. Depending on complexity and necessity, an ERP system is also designed or existing systems are integrated in order to avoid „isolated solutions“.
The success of the company is largely determined by the way it works together, the identity and culture of the company; these aspects form the heart of the company, so to speak. The inner fitness and dynamics of the company are reflected here. The corporate culture therefore plays a key role in determining how changes are handled, i.e. the success of change processes – are they supported by the employees and achieve the intended effect or do measures fizzle out in day-to-day operations?
In situations of upheaval, smouldering conflicts come to light, revealing that the company’s problems lie far deeper than the bare figures. Group and individual coaching
sessions are used to ensure that the adjustment measures are implemented and sustainable. Employees are convinced of the necessity of upcoming and future changes and motivated to actively shape change. To this end, entrenched behavior patterns are critically questioned. The management culture is also adapted to the needs of the market, the company’s goals and strategies and the needs of the employees.
The company is thus strengthened internally, gains greater dynamism and is also optimally prepared for future changes.