Organizational/process development comprises a large number of interrelated activities and measures that require industry- and company-specific process understanding. We develop organizations and processes individually and tailor-made in four phases:

1. Process identification (actual situation)

• Identification and classification of core and support processes,
• Definition of the process boundaries (start & end),
• Determination of the strategic relevance of the processes,
• Analysis of the need for improvement of the processes (pathology),
• Redesign of individual selected core processes or the company-wide process model,
• Benchmarking analysis of competitors,
• fundamental change (reengineering) and/or continuous improvement (TQM).

2. Process design/modelling (target situation)

• Definition of quality, cost and time targets and criteria,
• Design & optimization of processes (logical structure),
• Procedural recommendations such as "Eliminate", "Change the sequence", "Add missing steps", "Integrate", "Automate", "Accelerate" or "Parallelise" the sub-processes,
• relearning through individual, continuous learning steps,
• Unlearning outdated knowledge & behaviour,
• Determine the form of personnel cooperation according to frequency, intensity and two-way cooperation (e.g. mutual exchange of information and mutual coordination between operational functions or areas of activity),
• Optimize communication & socialization processes.

3. Process implementation

• Implementation (project management) of the redesign "top-down" and/or "bottom-up",
• Define roles (e.g. "leader", "process owner", "steering committee", "process teams", "case workers" as well as employees of other functional areas involved),
• Overcoming resistance and "art to sell change",
• Promotion of cooperation above all through the communication skills of the process owner.
• Moderation, Training & Coaching.

4. Process controlling, monitoring & continuous development

• Controlling (target/actual) and readjustment if necessary,
• Installation of feedback loops,
• Development of a learning organization.

Our Check & Review in the area of Organization & Processes is a very effective analysis tool because it determines the basic information for organizational development and is based on a survey of the managers. It also provides clarity about strengths and weaknesses in the organization and evaluates fields of action according to relevance and urgency. Possible fields of action are:

• Market / Competition: Target market, competition analysis (including number, market share, positioning, customer benefits, strengths & weaknesses), substitute/substitution products, barriers to market entry, negotiating power of customers and suppliers, etc.
• Strategy: Company goals based on own positioning, competitive advantages, strengths & weaknesses etc.
• Organization: Organizational structure, workflow organization / processes, project organization, OE instruments, technical equipment, IT, resources etc.
• Culture: mission statement, vision, central values, internal communication, cooperation / teamwork etc.
• Leadership: leadership understanding, instruments, development, change, etc.
• Staff: personnel planning / marketing, personnel development, personnel services / controlling etc.
• Self and time management: individual processes and procedures, values, priorities, daily, weekly and monthly planning, time thieves etc.

The design of the organizational rule system, the organizational equipment and the adaptability form the core of organizational tasks that are to be controlled by the activities of organizational management:

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• Organizational design and continuous maintenance of organizational structures and processes by using organizational methods and techniques that are appropriate to the problem.
  • activities: Task analysis, the spatio-temporal and quantitative structuring of work steps, the definition of competencies and responsibilities as well as the updating and documentation of organizational instruments and facts (e.g. organizational charts, job descriptions, flow charts, organizational manuals for the documentation of structures and processes, etc.)
• By equipping and designing the physical infrastructure, an environment is created that enables low friction workflows and efficient use of resources.
  • activities: Interior design, equipment, IT infrastructure etc.
• Creation of the willingness and ability to change in the organization (adaptability) and that these remain mobilisable. The design of internal and external organizational boundaries (e.g. in- and outsourcing decisions) is becoming a major challenge. For companies, the organization has the character of a potential for success and a core competence, which makes the support of organizational learning and knowledge management by organizational management very important.

The management function organization is to be planned purposefully, organized appropriately, managed continuously and controlled systematically:

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• Planning what (organizational goals) is to be achieved in the organizational work of a company how (organizational strategy, organizational methods and techniques) and when (organizational chronology).
• Organization of the resources used in organizational work (people, material resources, information): Determining how the organizational work is to be divided up; how the organizing resources are to be anchored and coordinated; which design carriers and means are to be used how and where.
• Management of those responsible for the organization (organizers) as a concrete cause of the organizational work and its ongoing, goal-oriented fine control, mainly through continuous information, communication, motivation and qualification.
• Control of the organizational processes and results through ongoing target-target and target-actual comparisons with regard to defined goals and benchmarks.

Organizational/process development can be used to implement radical changes in a short time on the one hand, and to initiate continuous changes in "gentle" small and permanent steps on the other. The model of the "learning organization" is based on a continuous development process of organizations and processes. It focuses on the learning and knowledge of individuals, with the aim of establishing a permanent and evolutionary holistic learning process in which all employees at all levels of the company participate. This enables "learning organizations" as a whole to "anticipate" environmental conditions, react more optimally and adapt in time.

Essential characteristics of a "Learning Organization" are:

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• Learning organizations are subject to a continuous transformation through permanent internal development and less or not through external pressure.
• Encouragement to learn, to develop their performance potential and to take the initiative.
• Encouraging the development of competences that go beyond formal responsibilities.
• Individual and overall corporate learning processes become essential business activities (core process) with a strategic dimension (part of the organization's self-image).
• The learning culture involves all employees and is systematically developed.
• Extension of the learning culture to customers, suppliers and stakeholders.

Essential benefit characteristics of a "learning organization" are:

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• Orientation through a clear vision and a lived mission statement,
• Strategy development as an ongoing strategic learning process with broad participation,
• a corporate culture characterised by openness, solution orientation, simplicity, perseverance and a positive error culture
• results-, process- and employee-oriented management,
• goal-oriented communication and effective feedback,
• Team and group efficiency through self-controlling efficient teams,
• high employee competence in problem solving, self-organization, communication and learning ability,
• Increasing the satisfaction, initiative, independence as well as the commitment and dedication of individual employees.