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Oliver Wyman的零售和消费品合作伙伴 Senior Consultant in Operations and Digital Practice at Oliver Wyman

Business reorganization and reinvention will be a high priority to ensure survival as COVID-19 takes its toll onbusinesses在世界范围内 - 和自下而上的方法可能是前进的最佳方式。以前,预订方法已被证明是重塑组织的快速有效。然而,正如我们慢慢地出现这种正在进行的危机,公司必须采取更大胆的方法来确保他们识别和利用所有价值来源。

Previous experience shows that top-down processes result in intangible value going out of the door with the talent. We’ve seen cases where, despite the backing of major investors, a redesigned company saw a 50% fall in brand value when implementing a basic cost reduction-oriented top-down restructuring approach.

主要绊脚石是降低成本永远不会just cost reduction。When it is treated as if it is, it can prove to be a blunt ax, unintentionally harming the bottom line by reducing innovation, agility and flexibility — capabilities at a premium during the present crisis.

One solution is to introduce a bottom-up rather than top-down approach, which we refer to as zero-based organization redesign. While like other procedures it focuses on organization optimization, it does so while listening to people and using a triangulated methodology that identifies sources of value hidden within the organization. This approach is designed to be both engaging and collaborative, conserving an organization’s flexibility and adaptability, building on its strengths in its people.

三角化的组织优化方法

When taking a zero-based organization approach, it is important to start by acknowledging the interrelatedness of organizational optimization, cost reduction and the中心的人进一步企业。它对待这些方面的每个方面,好像它们真的互相影响。

零零的组织与其他重组技术相比,它将清洁纸组织设计与外部数据和组织中生成的其他重组技术不同。思考组织优化而不是仅仅是降低成本。

它确定了能够恢复的资源。在持续危机期间取得了最需要的,在其最需要的地方进行重新投资,在那里获得最大价值的成本。它通过以下操作重新设计组织:

  • Aligning key activities and projects to the immediate strategic priorities.
  • 消除低价值工作并识别高影响过程和常规。
  • 在公司级别的每个功能,以及国家和商业水平(相关),以支持战略目标。
  • 解决组织痛点。
  • Implementing process reengineering and automation opportunities to produce a nimbler organization.
  • 优化由最合适的报告结构和共享服务支持的组织设计。
  • 利用企业最重要的资产 - 其人民 - 在重新设计的角色(考虑到技能,经验和薪资乐队),并通过重新聚焦到高价值添加活动。

该方法的真正权力是,通过释放资源并帮助人们通过重新定位来重新结营企业来支持来的反弹。

我们对零基组织的方法也可用于识别新的机会。一个全球速度餐馆链条能够将普通和管理成本降低40%以上,使其能够重新分组核心战略领域,例如营销,产品创新,改善新特许经营的市场时间。

如果组织要长期生存,更不用说冠状病毒大流行,他们必须释放资源以追求战略优先事项。188bet投注网站

同样,一位良好的医疗保健提供者试图以20个功能提高组织效率。通过补充与定性数据的分析,它发现改进,解决了临床和行政小组互动中的痛点。因此,它增强了其输送能力,同时将其运营成本降低大于20%。

它也是一种非常有效的成本减少工具。全球生命科学客户能够在九个月内销售,一般和行政费用减少18%,使得能够加强对研发,产品组合扩张和收购新的高利润业务。

The Power of Target-State Triangulation

三个主要元素在目标状态三角测量中组合:

Defining the current organizational state:初步练习定义了组织的基线状态,并测试其对基于零组织设计原则的有效性。该分析利用人力资源数据,并得到了组织领导地位的面试支持。

这个过程的各种地图aspects of the current organizational design on such dimensions as reporting spans, managerial layers and number of direct reports, identifying anomalies in the organizational structure (most organizations develop these as a result of changes in leadership and the gradual evolution of reporting structures). This results in a preliminary list of areas with improvement potential.

反对领先的实践和外部数据的基准测试:我们的方法以一定程度的谨慎对待基准。每个组织都必须在许多维度中不同,而不仅根据其部门,规模和活动领域,而且还在其产品和服务的组合方面,以及其文化和地理位置。这种变异的性质在获取组织同行中的数据方面产生了无数挑战完全相关。原油基准倾向于忽视这种细微差别,寻求想象没有的统一性。我们建议单独使用基准,作为热图,以突出明显的差异,目的是刺激进一步思考和检查。

Bottom-up evaluation:人们是这种方法的核心,包括个人方式工作和文化。This approach brings employees within the circle of trust: The process is not being “done to them.” Instead, they are an integral part of it, helping determine its outcomes.

This bottom-up approach identifies and analyzes all the organization’s current routines (recurring tasks) and projects (non-recurring tasks addressing one-off needs), establishing exactly what is done, when and by whom. The next step breaks with traditional top-down approaches to cost reduction and asks both why the task is being done the way it is and what value is created by doing it that way.

Firms must ask the right questions to distinguish between those activities that add real value, or are essential for the company, from those that produce little value. Some are of such low value that they can be stopped altogether, and others can be outsourced. Others, however, are of sufficiently high value that the company might wish to invest in them for the coming bounce-back.

重新纠结组织

如果组织要长期生存,更不用说冠状病毒大流行,他们必须释放资源以追求战略优先事项。188bet投注网站By comparing data from the bottom-up evaluation to that from the current state assessment and the benchmark data, target-state triangulation provides a clear view on all the organization’s activities. It also takes full account of the company’s unique circumstances, and thereby ensures the organization is able to reinforce its flexibility and adaptability. This is absolutely required to enable a strong bounce-back position.

它还提供了在员工在哪里以及如何产生实际价值的可见性以及它们不是,揭示成本降低和提高效率的机会,包括过程再造,自动化和opportunities for shared services. The approach not only right-sizes the organization, but right-shapes it, too, producing an optimized organization and operations that match the executive’s strategic priorities.

帕特里克·迪阿斯托斯

Oliver Wyman的零售和消费品合作伙伴

Patrick Dooust是Oliver Wyman的零售和消费品的合作伙伴,他喜欢改变客户组织,他已经完成了20多年的时间。制定和维护基于相互信任的客户的C-Suite关系是他对战略咨询方针的中心。领导者寻求他有关如何最佳转变业务,灌输效率,并重新焦于计入的活动,促进增长和市场区别以创造持久影响的活动。

    Paul Simon

    Senior Consultant in Operations and Digital Practice at Oliver Wyman

    Paul Simon是Oliver Wyman的运营和数字实践中的高级顾问。他与私人和公共公司合作,帮助他们了解他们的目标市场的潜在和动态,以设计定制解决方案。最近,保罗一直专注于基于零的组织项目,为客户提供行政成本优化的蓝图,帮助他们识别和资本化价值。

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