As companies grow, their corporate culture and management style change. At one point, delegation of responsibility and formalization of relationships across business units become a necessity. Organizational structure, functions, and KPIs should support these processes.

Nevertheless, organizational changes often do not keep up with the continuing growth. Conflicts appear, which inevitably lead to missed deadlines. It is important to understand the need in formalization of business processes early on, launch respective initiatives and ensure communication with employees to help them adapt to organizational changes.

Our firm offers comprehensive support at all stages of company lifecycle, including implementation of the suggested recommendations. The SBS Consulting team includes certified specialists in the field of business process reengineering. Among the tools of business modeling in the project work, there is the system Business Studio .

Examples of projects we work on:

• Development of a holding management system

  As part of development of a holding management system, the target type of holding is determined (financial, strategic, operational), the role of the corporate center and business units is coordinated, and business processes are described at a level sufficient to distribute responsibility between them. The organizational structure of the corporate center and individual business units is developed, the functions of the divisions are described. If necessary, regulations, job descriptions, and corporate governance documents are developed.

• Development of a system of goals and key benchmarks

  As part of development of a system of goals and key benchmarks, the strategy and organizational structure are clarified, the functions and tasks of the divisions are described, the goals and benchmarks of the top level (the company as a whole) are developed, as well as the goals and benchmarks of the divisions. A system for collecting information and assessing benchmarks is described. If necessary, target values of benchmarks are determined, a motivation system is developed, a roadmap for the implementation of a system of goals and key benchmarks is formed, including its decomposition into lower-level divisions and automation.

• Business process reengineering

  As part of business processes reengineering, employees are taught process management, and if necessary, project management. A process office is formed, relevant regulatory documents for its functioning are described, business processes are described in detail up to specific steps, pilot business processes are reengineered. The remaining ones are trained for the purpose of self-optimization of the business-processes in the future. If necessary, requirements for IT systems and a business process automation plan are formed.

• Project management

  Within the framework of project management, employees are trained in project management, a project office is formed, relevant regulatory documents for its functioning are systematized and prioritized. Methodological, organizational and analytical support for their implementation is provided for pilot projects and training is conducted for the remaining ones with the aim of independently implementing a project management system in the future. If necessary, requirements for IT systems and a project management automation plan are formed.