Administrative consulting / business restructuring

There is no point in making changes for changes. It is important to have a goal - what should we achieve by restructuring? Basically, administrative consultancy is an optimization of the current business assets. Changing over the items in business changes the sum itself, as well as the concept of doing business. That is why administrative consultancy is not a standard imitation of already known organization system of business and its processes, but individual solutions, each applicable and justified only in a certain case.

There is a well-known joke about the owl often sought by the hares for some advice because the owl is very wise and she knows who the hares can protect themselves from a possible threat. Having heard the hares the owl says: "Dear hares, it is very simple - you should become the hedgehogs! They are very thorny and they hardly ever hearted by anyone..." Happy and grateful hares leave and only then they realize that the owl didn't tell them how they can become the hedgehogs. The upset hares come back to the owl, but she replies frankly: "I don't know. I am a strategist, after all".  

Administrative consulting is often like this joke in practice. A consultant, armed with the standard solutions, easily recommends them to their client. The client, being left alone with the suggested schemes, understands that they cannot be used because he will have to destroy a lot and, at the same time, it is not quite clear what he will be able to create instead.

We offer our clients to think what exactly they don't like about their company. If this is about low business performance efficiency the business restructuring is what they need. All the rest, which doesn't meet the definition of "business efficiency", can be solved globally with the use of strategic marketing planning or at operational level with the use of creative marketing procedures.  

There are some problems which are typical of different stages of business development. We can specify some of them for your convenience.

  1. Lack of transparency of decision making system is often typical of business which grows rapidly. During this period, the decision making system becomes more complicated, which is attributable to more new people in the company with more new positions and the responsibilities of people who occupy different positions sometimes overlap.
  2. High red-tape business burden occurs during the period of stability and prosperity. The market offers the business only two possible ways of development - up and down. When the active growth is over, it changes over to the decline which can be more or less strong, but it is unavoidable. There are some cases when the decline is necessary for the business to get ready for the next stage of development. On completion of development the bureaucratic apparatus and red-tape procedures are usually booming. Basically, the task of the red-tape procedures is to strengthen business by preventing possible faults. But in fact, the increasing staff which handles more procedures automatically reduces such important business efficiency coefficient as revenue per employee. It is reduced in proportion to the increasing staff where more people serve business and less people are engaged in business development (in percentage-based relationship with the total number of staff).
  3. Ineffective interaction with the market, which is often reflected in the fact, that the company structure doesn't meet the market specificity and customer needs.