An integrated approach to understanding and systematically leveraging structural and cultural value potential.
Previously: as part of a turnaround and transformation process, restructuring consultants often focus exclusively on vital changes to a company’s structure, while organisational developers often focus exclusively on changes to corporate culture. Areas of overlap? Not many. Things in common? Almost none.
This is remarkable when you consider that the success (and ultimately also the failure) of a company is always the product of both implementation and performance culture. In other words: material value drivers and ideal value frameworks. Humans and machines. Efficiency and innovation. Assets and skills. Wouldn’t it be smart to adopt an integrated approach to understanding and developing both these benchmarks of entrepreneurial activity, optimising them to create added value? We think the answer to that is: Yes!
This reciprocal and empowering form of value enhancement is what we call AUXIL VALUE INTEGRATION. The first step is integrating a new type of consulting and implementation approach (vi). This forms the basis for our integrated concepts about analysis and implementation (ai). Our integrated restructuring and role concept (a+) is derived from this foundation. Implementation is then realised with the help of our integrated transformation concept, consisting of structural transformation (a7z) and cultural transformation (aTTT). The advantage for our customers is the rapid and sustainable recovery or consolidation of corporate independence.
The new framework for effective integration of structural and cultural corporate potential.
It seems as if every company and management consultancy claims that people are always at the centre of its activities. In practice, however, evidence of this is often hard to find. Our new integrated value integration (vi) consulting and implementation approach genuinely puts people at the centre: the owner(s), the managers, the employees. Not in isolation, however, but working together in a framework that enables the most productive interaction possible between the individual, the collective and the company.
#STRUCTURE #CULTURE #PERFORMANCE
#ORGANISATION #INTEGRATION
#CORPORATEPOTENTIAL
Establishment of the new business model (implementation of profit-enhancing structures and processes)
Transparency on what is to be achieved and how (catalogue of measures)
Orientation towards customer requirements and innovation needs (stabilised by internalised entrepreneurial view)
Transparency
on value creators and value destroyers (vehicle: segment accounting)
Taking responsibility for (sub-)projects and results (motivated via Value Management Office)
Transparency about who will do what and why in the future (initiated via TTT roll models)
First: All our activities are aimed at a) significantly increasing the value of the company in terms of economic independence. And b) empowering employees and managers to engage in independent entrepreneurial thinking and action aimed at increased organisational resilience.
The basis for this is the conscious differentiation and processing of structural and cultural agendas and reference values. The first step is distinguishing between the economic results workshop and the social framework for action. These should be evaluated separately and developed in an integrated manner. For the results workshop, this takes a performance perspective, while the social action framework focuses on information-gathering.
(Who does what, with whose support, and for what purpose?). The second paired integration step combines the (new) structural plan (action plan) with the willingness of the relevant parties to take responsibility for the projects and results identified in the plan. The third paired integration step,
looking at infrastructure and customer focus, combines the implementation of structures and processes to increase earnings (in line with the business model) with the workforce focus on customer requirements and the need for innovation. And what is the overall aim? To increase the value and resilience of the company (see above).
OUR
6P QUALITY
PROMISE
01
PRACTICE-ORIENTED
We pay special attention to the potential of operational measures in restructuring to regain your profitability. Our consultants work hand in hand with you and your employees -with a clear view of operational processes, logistical problems, and technical challenges and their meaningful mapping in controlling systems for profit management.
02
ACCURACY
Standard concepts that only consider individual aspects are not enough for us. Our initial analysis presents the decisive success factors in context. The measures adapt specifically to your company and your product and customer portfolio.
03
PROCESS RELATED
We support your company in all productive and indirectly productive areas – in controlling and financial accounting, in sales and purchasing, in production and logistics, as well as in shipping and all downstream (after-sales) processes. In addition to the pure business management consideration of your company processes, we attach great importance to operational excellence in order processing. From many years of experience, our teams have a versatile and in-depth market and industry knowledge to design your processes accordingly.
04
AS A PARTNER
We accompany you as a partner in discussions with financiers, suppliers, and customers, but also with works councils and extended shareholder groups; we deliberately take the time to bring all stakeholders on board. In this way, we ensure that the planned measures find the necessary support in the crew.
05
PRODUCTIVITY
We do not measure success by the number of analyses and plans, but by the success of your company. Our actions are always directed towards a concrete result. We don’t spend our time just with numbers and presentations, but stand with the early shift in production in the morning, drive to the customer with the sales department, hold supplier talks with the purchasing department, support your controlling and financial accounting – we get to work.
06
PLAUSIBILITY
We do not measure success by the number of analyses and plans, but by the success of your company. Our actions are always directed towards a concrete result. We don’t spend our time just with numbers and presentations, but stand with the early shift in production in the morning, drive to the customer with the sales department, hold supplier talks with the purchasing department, support your controlling and financial accounting – we get to work.
