Hilfsnavigation:

Analysis of organizational structure

Especially in economically difficult times, a clearly defined efficient structure and workflow organization is a vital component for corporate success

In modern working environments characterized by teamwork, the allocation of responsibilities and the configuration of interfaces have a huge impact on the overall effectiveness of the organizational structure. Measures to improve this effectiveness - improvement in the use of resources, reduction of coordination costs, streamlining of processes, and optimization of interfaces between customers and suppliers - require an accurate analysis and a structured management of responsibilities and roles.

Organizational charts, interviews with executives and job holders, and documentation concerning the workplace functions, such as job descriptions and evaluations, form the basis of organizational structure analyses. By means of this information, a company’s organizational structures can be analyzed and compared to the market. This allows the assessment and adjustment of internal structures in comparison with competitors.

A multi-dimensional approach of organizational structure analyses

Our multi-dimensional examination of a company’s organizational structure gives us a complete picture of the actual situation and is the starting point for ideas on realizing efficiency potential. Typical focuses of analyses are e.g.:

  • efficiency analyses at multiple levels
  • definition and optimization of internal interfaces and those to external partners
  • discovery of overlaps in responsibility, and “double-pay” problems
  • market comparisons of the number of hierarchical levels and managerial responsibility for employees in certain operational areas
  • definition of core and extended tasks of functional areas

Advantage of our approach:

  • recourse to existing information (e.g. job descriptions and organizational charts) creates considerable synergies
  • description of the actual situation provides various ideas for realizing efficiency potential, e.g. optimization of
    • number of employees
    • interfaces or
    • reporting channels
  • internal and sectoral comparison of organizational structures of different departments/divisions