Analyze the way you work, "read" it as a process, highlight the critical points and reorganize it by optimizing it.
Achieving and maintaining competitive advantage depends on the Company's ability to adapt its organization and processes to external changes in a timely manner.
Process reorganization and reengineering interventions address this need on the basis of four key components, which can be variously combined:
1. Rethinking the way of working
2. Redefining the corporate structure
3. New information system
4. New value system
Organizational Structure Optimization
What is
It consists of clearly and formally defining roles in order to optimize operational allocation and, ultimately, sizing.
Our model
Our model is based on a "systemic" view of the company, in which resources, regardless of functional location, interact with each other in carrying out business processes in pursuit of certain objectives. Our work basically results in 2 outcomes:
- Definition of the ORGANIZATIONAL STRUCTURE, in terms of hierarchical relationships, operational relationships, responsibilities, tasks in charge of each organizational unit
- definition of the OPERATIONAL and COORDINATION MECHANISMS, such as the planning and control system, and the S. I. necessary for the effective and efficient functioning of the organizational structure.
Why to use it
Clarity and formalization in the assignment of tasks promotes greater fluidity in operational processes, reduces the risks of internal conflict avoids the possible duplication of activities, and allows for the speedy insertion of new resources into predetermined roles.
Operational Process Optimization
What is
It consists of defining the flows of the main activities carried out within the company, optimizing their "speed of traversal" between functions and effectiveness in achieving business objectives.
Our model
The Brown model is based on methodologies and tools that allow, in a structured way, to bring out critical issues, such as:
- duplication of activities
- redundancy of controls
- low/no value-added activities
- "bottlenecks"
- risks attached to the lack/insufficiency of controls
eliminating them through a plan of improvement interventions, largely "codified" through the experience of our consultants.
Why to use it
Any optimization system, whether it is computerized or not, will always allow the operating methods of resources to be adjusted to the logic of business operating processes, improving their overall efficiency and effectiveness.
Case History
Old Firm Goldsmith Productions