Initiative · Project
Transformation and restructuring
Everyone wants the result. Nobody wants the building site.
Steering fundamental change: target picture, programme management, organisation, costs, liquidity, people and interim management where roles are open.
The situation
“We have to change fundamentally.”
The market has shifted. A major contract is gone, costs have risen, or the business model no longer carries the company as it used to. Only one thing is clear: carrying on as before won't work.
Then a lot has to happen at once: strategy, organisation, costs and cash. Meanwhile orders still have to go out on time, handled by the team that is also meant to carry the change. And across the workforce, everyone wonders what it means for them.
Where it often goes wrong.
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Many projects, no sequence
Everything starts at once because everything seems urgent. The same people sit in every project, and none of them gets finished.
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Saving costs money first
Severance, investment and running old and new structures side by side come before the savings. Without cash planned for that, the change stalls halfway.
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The best leave first
Uncertainty affects everyone, but those in demand everywhere can resign first. Stay silent too long, and you lose specialists you urgently need for what comes next.
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A surprise for the bank
Banks often hear about problems only once covenants have already been breached. Come earlier with a plan and figures, and you have more room in the conversation.
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A new goal every month
Every new figure triggers a new direction. The team wears itself out changing course before any measure has had time to work.
Which disciplines work together here.
2 of 13 disciplines, one team, one point of contact. Every service has a clear role, and you decide which ones we take on.
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D04 Consulting
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Develops a target state with clear priorities from market, business model and figures.
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Clarifies what the company will do itself, outsource or stop doing in future.
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Rearranges units, roles and decision rights around the target state, not around history.
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Bundles all measures into one programme with sequence, owners and visible progress.
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Plans who learns what and when, and supports managers in the conversations with their teams.
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Finds savings and tracks every measure until it shows up in the figures.
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Takes on vacant leadership tasks for a period, with a clear mandate, steered by us.
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D11 Finance & Accounting
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Plans cash week by week and frees up money tied up in stock and receivables.
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Measures whether the change works and reports regularly to management and the bank.
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You decide the scope.
Often the diagnosis comes first: where does the company stand, and what has to change? If cash is tight, cash planning takes priority. Beyond that, we take on programme management and, where roles are vacant, leadership tasks for a period.
Good questions. Straight answers.
Do you lead the change, or does our management?
Your management does. Decisions on strategy, people and money stay within your company. We prepare them, steer the programme and implement what you hand over to us.
If a leadership role is vacant, we take it on for a period: under a service or work contract, with a clear mandate and responsibility set out in writing.
Do you also support companies in crisis?
Yes, within clear limits. We plan cash, implement immediate measures and prepare the talks with the bank. Filing duties and restructuring proceedings are a matter for an insolvency law firm, which we appoint on your behalf.
Isn't this just a cost-cutting programme?
No. Costs are often part of it, rarely the whole reason. A transformation also settles how the company will earn its money in future.
If your main concern is costs, Reducing costs is the more direct route.
Do we have to involve the works council early?
Yes, as early as possible. A works council that hears about the plans through the grapevine negotiates differently.
We prepare information and meetings. If a reconciliation of interests or a social plan is needed, your management negotiates it, advised by an employment law firm.
Will our customers notice the change?
As little as possible. That's why delivery and service are part of the plan from the start. And key customers hear about changes from you first, not from the market.
Proof first. Contract second.
In the free Initiative Check, we listen for 45 minutes and ask the questions that usually only come up after the contract is signed. Then you get a short written assessment: what we see, how we would go about it and roughly what it would take.
No obligation. And if we're not the right fit, we'll tell you.
Or write to us at hello@intoops.com.