Case study

Redesign the company’s organisation around the People

CUSTOMER GOALS

#Adapt to ongoing change

#Restructure the internal organisation

#Put the right people in the right place

#Redefine roles and responsibilities

CUSTOMER

Profile	Professional Services Sector
Milan	Headquarters
No. employees	10
Period	June - July 2020
Target	Department heads and staff

Context

Supporting change means managing critical issues and upcoming needs, as well as finding new tools to respond promptly and adapt to it with resilience, courage and foresight.

The immediate future will be characterised by resource scarcity, which will make it necessary to adopt resource-limited strategies, even at the cost of simplifying activities and systematising existing resources.

In order to rebuild a business model, it is crucial to start with people and their skills, restructuring the internal organisation.

Challenge

This business story is about a company in the professional business services sector that, aware about the need to restructure completely its internal organisation, decided to undertake a human resources assessment and consultancy project.

The challenge was related to put the right people in the right place. So, the project has been focused on redefining roles and responsibilities in order to accelerate the change process and to optimize the reorganisation starting with the company’s existing resources.

Solution

The 4Thinking Style Profile is a model that profiles the differences in individuals’ thinking styles.

People have different ways of perceiving and assimilating information; the variety of strategies that each person adopts is mainly due to the ability to use different thinking styles and different parts of the brain.

After investigating the CEO’s needs and mapping the context with an analysis extended to the top management, we have used the 4Thinking Style Profile to map the organization and verify the colours present within the different offices chart:

commercial (predominantly red)
marketing (predominantly yellow)
legal (predominantly blue)
administrative (predominantly green)

The profile was then delivered online to the employees with an online tool to map the ideal distribution.

After the analysis of all profiles and aggregating the emerged results, we delivered a Group Coaching session with the top management to support them in the definition of the company’s reorganisation strategy.

We designed and delivered, to the heads of the various offices, some training sessions of “Leadership Development”,

including an individual assessment of specific skills in the entrepreneurial mindset (vision, action orientation, critical thinking, etc.), to be used as subject of the individual and group training plan.

Results

The company reorganised all offices based on the mapping, redistributing internal resources more efficiently.

Some changes of the leadership roles were also defined, obtaining excellent results in terms of company climate and team effectiveness.

An internal Customer Satisfaction Survey showed that 93% of employees are “happier doing a more suitable job”.

The CEO stated that “this project was key to restarting the business with higher profitability as evidenced by a minimum turnover forecast by the end of 2020 with an estimated 45% recovery”.