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Organisational Effectiveness

The speed at which markets change and businesses evolve means that the structure of many organisations does not adequately reflect their needs. Many businesses however have either failed to realise this or don’t really know how to fix it.

Organisational design is far more than a box and wire diagram with names and reporting structure. An effective and efficient organisational design must marry together a number of key and complex elements. The processes and value streams must be fully understood, the matrix interaction to support functions must be clear. The flowdown of roles, responsibilities and accountabilities must be fully thought through both in terms of results and in terms of behaviours. The organisational control mechanics must then be layered in to ensure structured control is maintained.

E² as standard recommend carrying out a review of an organisations design as part of every analysis. We find that this work allows the identification of areas where the organisation structure is not allowing business to perform optimally. This is important from an effectiveness perspective and it also exposes areas where efficiencies may be realised.

For a fuller conversation about how this may benifit your business please contact us directly.

Global Agro Chemical Manufacturer and Supplier
New organisation design cements marketing and sales and drives alignment to customer based solutions

In an environment where commodity prices on agricultural produce were spiralling and the market for  agro chemical based yield enhancement solutions was booming  our clients  revenues were flat and they were losing market share.

arrow  Complete structural redesign of marketing and sales operations.

arrow  Full process capability assessment and gap analysis resulting in process optimisation where necessary and new process creation.

arrow  Customer message changed from a product based offering to a solutions based message which incorporated  multiple complimentary products all suited to optimising yield on one crop.

arrow  New Sales offices opened to improve geographical focus and headcount increased by 30%

arrow  Client currently on forecast growth path and ROI calculations are all being exceeded.

National Pharmaceuticals Distributor
Poor Efficiency and Effectiveness in Warehousing and Distribution operations eating in to profits.

Operational baseline of distribution centres saw marked variance in operational performance from a service delivery and cost efficiency perspective. Opportunity was believed to exist.

arrow  Customer service and order receipt operations found to be fragmented and overstaffed.

arrow  Good inward checking reduced by 50%,by only check suppliers who have history of delivery issues.

arrow  Management structure reviewed and 1 to 1 reporting positions removed.

arrow  No of delivery vehicles reduced by 5% by route optimisation.

arrow  Fuel cost reduced by 10% through improved fuel management.

Leading National Catering Food sales Company
New contract maintenance model drive stunning improvements

70 full time back office staff plus 30 field based account managers were unable to keep contracts up to date and pricing changes were regularily either applied late or never applied, Contract being managed totalled in excessof £700m

arrow  New contract pricing maintenance process and system designed and created, new system reduced cycle time of updates from 6 weeks to 30 minutes and improved contract price change effectiveness and accuracy to 99.8%

arrow  Contract maintenance and tendering process reviewed and overhauled, free time creted form contract pricing work used to remove activities from field based personnel who were ineffective operating company systems and move these to back office staff who had expertise and time.

arrow  Consoloditation of sales operation sites form 4 to 3

arrow  Net effect of changes equated to increase in profits of £20m per annum
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