Which state is your company in? Typical characteristics when restructuring is needed

Declining competitiveness with rising cost pressure

Growing efficiency losses and falling workforce productivity

Escalating product and market complexity, slow innovation processes

Declining customer satisfaction and loss of know-how carriers

Diagnosis

Steps 1 and 2: Corporate Health Check and House of Excellence

At the beginning there is no list of measures, but an honest assessment. The Corporate Health Check captures the entire problem and opportunity backlog and evaluates every field of action by earnings potential and implementation effort.

From the prioritized fields of action we derive your company's House of Excellence – an individual model with strategy and positioning as the roof and the pillars organizational structure, product management, R&D, sales, order fulfillment, IT systems as well as finance and controlling.

The benefit shows immediately: for the first time the entire leadership team looks at the same picture – and it becomes clear that not everything has to be solved at once, but the right thing first.

House of Excellence: Strategie und Positionierung als Dach, die Wertschöpfungskette als Säulen, IT-Systeme und Finanz & Controlling als Fundament

Structure

Steps 3 and 4: hybrid organization and clear responsibilities

The House of Excellence is mirrored against the structural organization: for every field of action, a person from within the company takes responsibility – with their own team, measurable indicators and the necessary decision-making authority. A steering committee defines goals, KPIs and budgets. This way the best problem solvers work on the most pressing problems without bringing day-to-day business to a standstill.

Behind this lies experience from many mandates: fields of action rarely arise by chance. Usually dysfunctional organizational structures are the root cause – unclear responsibilities, missing transparency about the state of core processes, unregulated decision-making authority. That is why root-cause analysis is a fixed part of the approach.

Hybridorganisation: Die Handlungsfelder der Restrukturierung werden an der Strukturorganisation gespiegelt und über einen Lenkungsausschuss gesteuert

Steering

Steps 5 and 6: transparency about performance indicators and a clear understanding of leadership

We identify the key performance parameters along the value chain, define standards of data hygiene and establish a reporting routine. The KPI radar becomes a leadership instrument in day-to-day business – not a control figure in the monthly report.

In parallel we clarify what leadership means in concrete terms. The leadership control loop turns this into six verifiable tasks: setting goals, knowing the capabilities in the team, defining standards, training standards, controlling standards and making progress toward the goals visible.

Vier Reporting-Ebenen: Financial KPIs an der Spitze, darunter operative KPIs der Ebenen I bis III

Enablement

Step 7: enabling independent problem solving – the BASICON method in eight steps

  1. Identify the problem/opportunity
    Which problem do we want to solve / which opportunity do we want to seize?
  2. Evaluate the problem/opportunity
    Is it worth investing in?
  3. Alternative solutions / ways to seize the opportunity
    What alternatives are there?
  4. Evaluate the alternatives and decide
    Which is the best alternative?
  5. Implementation planning
    Who does what by when, and with which resources?
  6. Communicate the solution
    Are all stakeholders informed?
  7. Execution/implementation
    Seizing the opportunity / solving the problem.
  8. Monitor success (effectiveness)
    Was the desired result achieved?
BASICON: strukturierte Problemlösung in acht Schritten als geschlossener Kreislauf

Our key topics

With tailored approaches and proven methods, we support you in aligning and developing your company — independently, and starting from your current economic situation.

Transformation: engineering and office area of an industrial company

Transformation

Sharpen your strategy and develop a holistic alignment to realize growth opportunities.

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Optimization: production area with assembly workstations and material flow

Optimization

Increase your problem-solving capacity and develop your organization from mediocrity to peak performance.

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Restructuring: production hall with machinery and operator workstations

Restructuring

Secure your company's viability through structural interventions and sustainable earnings optimization.

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Turnaround: production area of an industrial company with machinery and employees in motion

Turnaround

Secure your company's liquidity and continued existence and restore its earning power for the long term.

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THE DIFFERENCE: quick fix or sustainable solution

Why treating symptoms only defers the problem backlog

Superficial solutions, activism without systematic change, putting out individual fires: with short-sighted action the problem backlog quickly rises again.

The sustainable path is the longer one. It removes causes instead of symptoms, treats the company as a dynamic organism and creates leadership structures and systems that still hold after the mandate ends.

The difference to classic consulting lies in where the knowledge ends up. External consultants compensate for missing problem-solving capability – but it is built up in the consulting team. Institutional Learning builds it in your organization.

More on Institutional Learning
10-P Modell Strategieentwicklung
House of Excellence

RESULTS: what came of it

Two restructurings, two returns to the state of optimization

Mid-sized industrial company, two years: 23 percent more revenue, 7 percentage points better gross margin, more than 100 percent higher productivity in individual core processes, a doubling of ongoing customer projects – and an overlap-free organization along the value-adding processes.

Global component manufacturer, two years: the main plant moved from negative EBITDA to positive EBIT within 18 months, process and scrap deviations were reduced by 33 percent.
Revenue rebounded from 156 to around 190 million euros – a full year ahead of the company's own mid-term plan.

More important than the figures: both companies now solve new problems faster than new ones arise. That is the overarching goal of every restructuring.

Read both case studies

ORIENTATION: act before it is too late

Restructuring must not become a permanent state

Between restructuring and turnaround lies the financing headroom. As soon as the number of fields of action grows, caution is required – slipping into a turnaround situation can be avoided by acting early. An annual Corporate Health Check is the simplest instrument for this. Once the headroom is used up, the turnaround begins. Once earning power is restored, the work continues in the state of optimisation – that is where operational excellence in manufacturing and supply chain takes over.

You decide in which form we support you: as interim managers in operational responsibility, in project management for individual fields of action, through seminars and workshops, or by coaching your leaders.

In a 30-minute conversation we jointly assess which of the four states your company is in – transformation, optimization, restructuring or turnaround – and which fields of action offer the greatest leverage. Not a sales pitch, but a first assessment.

Arrange an initial conversation
Krisenbewältigung durch Restrukturierung
What we offer

Institutional Learning

Five forms of collaboration, from workshops to interim leadership. The goal is always the same: your organisation learns the methodology and approach to problem-solving so that it can solve its problems independently in future.

Workshops and seminars

Methods for your managers on the fundamental questions of corporate management, held in-house or as open courses.

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Sparring and coaching

We support owners and managing directors as a sparring partner while they align their organisation for peak performance under their own direction. Responsibility stays with you.

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Advisory board

We serve on formal or informal boards, whether advisory, supervisory or board of directors, at the frequency you choose and in the spirit of helping you help yourself.

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Classic consulting

Diagnosis, concept and support during implementation, for example with the Corporate Health Check or by building a CEO cockpit.

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Interim leadership

As part of a consulting mandate, we take on operational responsibility up to managing director level, with a planned handover to your own management.

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Strategy consulting for SMEs
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