CASES - STRATEGIC MANEGEMENTS
Organizational Restructuring Project - Medium-sized Company
The PWA was successful project for recovery of the medium-sized company operating efficiency with difficulties in reducing costs and customer service. In the initial phase of the project - and after careful analysis - we have succeeded to recommend and implement an improvement in overall productivity of the company through further simplification of its organizational structure.
In the diagnostic phase, it identified a situation of concentration of power, underperforming the organizational pyramid structure and excessive levels of decision making difficult it the internal communication lines.
In phase recommendations, handed the need to change the rigid pyramidal chain, with decentralization, thus seeking greater operational efficiency of the structure. The project lasted a year and a half and the result was greater job satisfaction by the managers and supervisors on the first level with more efficiency in the production line, more efficient processes and fewer levels of management, thus speeding up the entire decision-making process from the company.
With well-defined areas of expertise and better access of the intermediate management levels and below, it was possible to optimize the performance of decision-making channels, including delegating more authority to staff the first level of supervision and management. As a result, there was the facilitation of information flows in the structure, both up.
Partial Outsourcing Project production chain
The PWA was successful in project undertaken in company with poor performance in manufacturing and distribution of its products, due to high costs that generated low market competitiveness.
In the diagnostic phase, it was carried out a detailed cost analysis of the activities that made up the value chain to identify where this company aggregated value or not. Made mapping, the basic areas of support were identified, focusing on activities subject to outsourcing services.
After the implementation of outsourcing in certain sectors of the production chain, there results with cost improvements, quality and time.
The project lasted a year and a half the company has presented since sustainable results.
Organizational Restructuring Project
The PWA was successful project for the recovery of large enterprise operating efficiency with difficulties in reducing costs and customer service. In the diagnostic phase, a situation of concentration has been identified, underperforming the organizational pyramid structure and excessive levels of decision making difficult it the internal communication lines. In phase recommendations, it was found the need to alteraração the rigid pyramidal chain, with decentralization, thus seeking greater operational efficiency of the structure.
In the initial phase of the project - and after careful analysis - we have succeeded to recommend and implement an improvement in overall productivity of the company, through the simplification and streamlining of its organizational structure.
With well-defined areas of effectiveness and better access to intermediate and lower management levels, it was possible to optimize the performance of decision-making channels, including delegating more authority to staff the first level of supervision and management.
The project lasted a year and a half and the result was greater job satisfaction by the managers and supervisors on the first level with more efficiency in the production line, more efficient processes and fewer levels of management, thus speeding up the entire decision-making process from the company.
As a result, there was the facilitation of information flows in the structure, both up and down, resulting in better customer service.
Maximizing Results of an NGO through the Systemic Model
of Strategic People Management
This consulting work was conducted in an NGO is a Family Business Institute born in 2003, inspired by the family matriarch values. In 2004 he received the organization certificate of the Civil Society of Public Interest (OSCIP). Since the beginning of this NGO is dedicated to identifying and supporting initiatives that contribute to improving the quality of life of the regions where it operates. Its line of work demonstrate the potential of local actors to understand their role in community development. So instead of doing the other, this NGO's principle do with the other, aimed at autonomy and local strengthening, guiding the growth process in a unique way, developing projects that take into account the demands, thus respecting the characteristics specific to each region.
The consulting work that NGOs intended to maximize your results using the systemic model of Strategic People Management.
We had the opportunity to design a specific program based on our methodology of Strategic People Management, for we recognize that this is the methodology of greater impact on the overall performance of the institution. It is a proven methodology, highly effective and that was absolutely able to meet the objective of this project.
As the main contact for this development was initially indicated the administrative manager of this NGO and later followed this contact with the President because the chosen methodological tool requires the involvement of the strategic level of the organization.
Driving this development started from meetings with the President, Directors, analysts and engineers, comprising panels (called by our panels expert consultants) as part of the methodology, which involved in-person meetings with those involved in each particular step in thereby generating a value chain that helped this NGO in achieving results.
The diagnosis of this project had an initial meeting with the institution's manager, who described in a presentation the structure of the NGO.
In this first presentation, deficiencies were noted in the description of the activities of the Institute, is reported as the primary need an alignment of the description of the profile and the composition of manageable goals. It was also mentioned a difficulty in establishing business goals and reporting flow.
previous projects were also mentioned not completed and cited a blurring of positions, because this NGO conceived operation for positions, and not by function, which caused rework and difficulties in measuring results.
In this consulting work it identified that the NGO had adopted a practice of execution of activities defined by position, not by function, although several members of its management team to exercise more than one function, though not described with adequate precision to the aggregation business value.
Also found that although there were documents already drawn up for job descriptions, they did not know to use them with strategic and managerial value.
After this diagnostic phase, was elected the following needs of the Institute:
The results fell short of the desirable and the Strategic Management Model of Persons maximize the results, because through it the management of the performance of the NGO would be held by the People Performance Management;
A description of existing functions did not reflect reality and did not meet the customer's needs;
The organization chart did not reflect an appropriate functional running the business;
Customer lacked adding activities script chain value.
The scope of this project then was the development of a systemic model of Strategic People Management, which allows an ideal environment in the Institute of Value Chain that is generating results, with performance monitoring of people in order to maximize results.
After the diagnosis, the team of consultants, after transforming the activities described and identified on aggregative targets value for the Institute, presented and received customer approval to recommend the following actions:
Creating a system model Institute of performance management through the performance management of people;
Creating a systemic value chain between all departments and all functions to generate results;
Creating a systemic value chain of achievement of performance objectives defined in cascade and panel and framed in their activities that generate results of each function;
Redesign of the Organization Chart (Generating Business Value Chain);
Redesign of the functions (activities that generate income, 3 to 6 per person);
Model Technical skills (technical skills, 6 to 10 per function);
Model of Behavioural Skills (behavioral skills, 6 to 10 by function).
After finishing this consulting work in this NGO, the PWA Consulting achieved its goal as planned deliveries were made in full without any distortion or missing items. It was also noted that the client demonstrated understanding of the tool from the methodology adopted and dirimiu your questions in about 20 additional hours of meetings, phone calls and guidance by email.
The following deliveries were made:
. Value chain reorganization;
. Organization chart Redesign oriented value chain;
. Redesign of Client functions in the value chain;
. Election and analysis of basic skills;
. Conceptual tool Training (workshops);
. Training of the continuity of methodology to you.
The tool is complex to understand in the Institute, but this advice to PWA had the opportunity to pass on this knowledge to you.
You also understood and demonstrated, the final delivery of meeting this consulting project, which considered this very interesting methodology and truly creates value to the NGO as a whole, and noted that could be further explored and applied this methodology is considered a long space dedicated to this application, given its complexity and this being the first time they were exposed to this level of challenge.
In this sense, the PWA has chosen to devote more time than suggested in the initial scope at no charge to the customer, and thus ensure that the project was delivered within the planned scope, meeting all customer needs to understand the application of this methodology.
You became aware that the deliverables of this project will require rigorous application of this model, maximizing the results of the NGO through the Institute of performance management through the Strategic People Management.