Reorganisation – managing change successfully

Many of us are dealing with changes and new challenges regularly. Often used is the phrase ‘the only constant is change’ and reflects what often makes leaders and their companies successful in the long run. We want to and have to adapt to new challenges and do not only want to manage them but actively influence and lead the new way.

The driving forces of change can be very different. What are the drivers you are dealing with, digitalization, industry 4.0, market consolidation, global competition or a changing regulatory environment ?

As different as the driving forces for change are as different the responses and solutions have to be. We want to support you to find the right answers in a individual and targeted fashion. And we do not only want to develop good solution with you but also want to support the successful implementation and execution within your organization.

Please find here some subject from our portfolio where we have a lot of experience. You can benefit from many years of strategic and operational leadership experience in transformation and change.


Implementation of global structures and processes

You are operating in many countries and in quite some of them the wheel is being reinvented? The processes are different although there is no real legal reason to do so? This is driving the cost and some subjects are not transparent to you, the structures in the organisation are suboptimal?

But what is the right structure, a small headquarter with decentralised decision making or a bigger headquarter with compentence teams by subject matter area? How can you keep morale and motivation up in the countries or businesses if you are running with a centralized structure? How can you keep good controls and cost low when you are running a decentralized structure? When does it make sense to implement global processes, when does it make sense to implement a service centre of a shared service centre? What technology is available and best suited? Which part of the business is core and you run yourself and which part should be outsourced? And how would you do this without heavy disruption for your daily business?

If you are having these type or similar questions then you can benefit from our experience. We designed, developed, implemented and run global service delivery models, developed new organizational structures along the value chain of an organization, reorganized the management teams and much more. Interested to learn more and have a first conversation? We are looking forward to your contact.


You are acquiring a business or a part of it and want to integrate it into your structure? Your business is being bought by another company? You are merging your organisation with another one? Probably you are already dealing with many consultants and lawyers who are specialized in this area. Why would you contact us? Our value add is in specific areas where we have many competencies and practical experience which the existing team maybe doesn’t have to that extent and which can be very crucial for the overall success of the project.


Why are two thirds of M&A deals years later considered as not particularly successful? Not because the due diligence was not done well enough, the contract was badly contracted or the objective if the deal was wrong. In a few cases this might be the reason but usually the reason is the not optimal integration into the new structures after go live and a lack of execution. Most deals are having top focus and a high degree of professionalism until deal closure and the first weeks thereafter. But then? Many leadership teams are going after the next hot subjects, the managers and employees at the operational level have still plenty of questions but most of them are being answered slowly or only address a part of the problem.

The amount of work for the post merger integration is being underestimated. Often the project plans are appropriate in regards to post merger integration work but then reality hits and execution looks very different to the nice plans. This is true for the soft factors as well as for the hard factors of the post merger integration. Are all employees clear in regards to the objectives for the deal (buying market share, buying skills, dealing with competition, complementing portfolios and driving synergies…) and are these objectives executed appropriately still one year or two years after deal closure? Dependent on the objective of the deal you have to initiate very different activities and solutions. Are the company cultures understood and integrated in a focused fashion or being kept separate by purpose? Is this being dealt with still 12 months after deal closure? Culture change and behavior change usually need more than two years of very focused work and sustainable measures. Which processes are being adopted, which ones adapted, which ones stopped? After the initial excitement of a deal many things are being lost or forgotten, new priorities take over, cost cuts occur changing the original plan and leading to frustration of the impacted parts of the workforce and management teams.

All these subjects we know by heart and we are happy to support you avoiding many frustrating situations. Contact us.


You have to restructure your organisation and this could also lead to a reduction of structures? This could be including the closure of a location, or a business line, or reduction of a management layer or something else. These subjects are for your employees, the management team and the employee representative bodies/works councils the most difficult items to deal with. The quality of an organisation shows best in the most difficult scenarios and the learning is multi faceted. How good an organization deals with these subjects impacts heavily and in the long run the motivation and the climate in the workforce at large. If this is handled very well, respectfully and professionally the effects can be very positive.

According to our experience the most relevant factors are Leadership and excellent change management capabilities. And the most important competence are excellent communication skills.

We gained a lot of experience in many restructuring situations, managed and led the activities for closing locations, reduction in workforce, closure of regional headquarter, reduction of management layers and a lot more.  You can benefit of this experience for your restructuring situation.

Industrial Relations

In all of the subjects above the employee representative bodies/works councils are having an important role in Germany, France, Spain, Italy, UK and many other european countries. Is the timing of the consultation appropriate, are the discussion constructive? Is it clear which subjects are for information, consultation or negotiation? Do you need a special consultation body? What do you handle with the works council at the local/national level, what and when do you consult with the european works council?

Benefit from our extensive experience at the country, european and global level. Read more here or get in contact.