ReorganisationChanging without losing what works
The aim is to change what needs changing and keep what works. We listen to the people in key roles, compare your organisation with that of higher-performing comparable businesses and quantify the gap, before proposing the adjustments worth making.
Businesses after an acquisition, a merger, rapid growth or a fall in performance.
The quantified gap with higher-performing businesses in similar sectors, and prioritised adjustments.
A map of roles and decisions, a target organisation, a transition plan.
If you wish, overseen through to measured results.
When to reorganise
After an acquisition or a merger.
After rapid growth, when the organisation has not kept up.
When margins or lead times deteriorate with no obvious cause.
When every decision is referred back to the chief executive.
Why so many reorganisations disappoint
According to McKinsey, fewer than a quarter of reorganisations achieve their objectives, and 60% of the executives surveyed acknowledge that they did not analyse their organisation sufficiently before acting. According to Bain, in 2026, 88% of senior leaders believe their new organisation will achieve its objectives, compared with 36% of employees. These studies concern large companies; the risk is the same in a smaller business: acting before measuring.
Our approach
- Listening. Leadership, management, support functions and front-line teams: where decisions get lost, where work is duplicated, where value is diluted.
- Comparing. Your structure, the allocation of responsibilities, the rhythm of management and the indicators you track, against higher-performing comparable businesses in similar sectors.
- Quantifying the gap. What is worth changing, what already works, and what each adjustment is worth.
- Proposing. Targeted adjustments or a more fundamental transformation, each with its cost, expected benefit and risks. The decision is yours.
- Supporting the transition. If you wish, with the dashboards and routines that allow the results to be seen.
What you receive
A map of roles and decision-making channels.
The quantified gap with comparable businesses.
A target organisation and governance.
A transition plan, step by step.
Frequently asked questions
Should a business reorganise immediately after an acquisition?
Not before measuring. A few weeks of listening and comparison avoid dismantling what was working. After that, it is better to act quickly and clearly.
How do you avoid demotivating the management team?
By listening to them first: managers are the first source of information on what is holding things up. The adjustments are then explained, with the figures behind them.
Can you oversee the transition, or only make recommendations?
Both are possible. The recommendation is complete in itself; we offer to oversee the transition only if you ask.
Is your organisation still working for your performance?
We reply in writing within 48 working hours.
