Service
Reorganisation of the company and its processes
Everything rests on you or on a few people: nothing moves without them, and the rest of the team works below what it can do.
The company grew or changed, and the organisation of the work stayed the same: a new branch, a new line or twice the people, while tasks and information still travel the way they did at the earlier stage; the same when the company shrinks.
A key person is leaving with knowledge nobody wrote down: only they know how their part of the company really works, and once they are gone nobody can reconstruct it.
The structure is the same as everywhere in the trade, and effectiveness is low: a chart copied from the market does not fit the way your company actually works.
Processes exist only in people's heads: everyone does it their own way, tasks get lost between departments and nobody knows where they are stuck.
I check who does what, who is responsible for what and what happens when that person is away. I draw the process maps: how a task travels through the company from the request to the close, not how the organisational chart looks.
I design roles, responsibilities and processes around the goal you have set the company: who starts a task, who picks it up and where the hand-off between departments is. Plus the duty to report: who, to whom and on what number.
I implement the change in stages and write the company's knowledge down where people look for it. A stage is finished when the new layout works without me.
These are examples, not a list.
One or two conversations about the company: its goals, its problems and what you want to change. Plus a short form of questions, so that I understand the situation in the company.
A first analysis: which areas of the company I could go into, how I see what I can help with, and a first list of recommendations.
At most two meetings and a few days of my work.
Those meetings and the form filled in.
If after the first conversation we decide to work together, I begin the analysis: I go into the company's problems, I talk to its people, I walk through the processes step by step.
A picture of the company in numbers and a register of its problems with what each one costs. We go through it together, point by point.
From two weeks to three months, depending on the size of the company and how involved you are.
A mandate for the analysis and access to the information.
On the basis of the analysis I lay out a plan of changes in stages: the solutions to the company's problems, the price of each stage, the problems it closes and the return on the investment it brings.
A plan we go through together over several reviews: you take the strategic decisions, the plan holds to your goals, it does not disturb the company's daily work, and you know where every decision leads.
From two weeks to a month: I go through the analysis once more, work out the solutions that fit the company, and we hold the reviews of the plan.
Time for the reviews of the plan, and decisions.
I implement every package of work myself or with a team under my direction.
Systems and solutions turnkey, in packages of work that start running and solving the company's problems at once, with the return on the investment in the time agreed. Everything registered to the company: domains, accounts, subscriptions and keys. Plus the documentation and an operating manual.
Separately for each package, according to the plan.
A mandate to work and access to the information, the systems and the people the implementation needs.
The price is agreed individually and depends on the scale of the project.
The first conversation costs nothing.
The first conversation costs nothing.
The calendar asks the same questions and lets you pick a time: 60 min, Google Meet.