Previously: as part of a turnaround and transformation process, restructuring consultants often focus exclusively on vital changes to a company's structure, while organisational developers often focus exclusively on changes to corporate culture. Areas of overlap? Not many. Things in common? Almost none.
This is remarkable when you consider that the success (and ultimately also the failure) of a company is always the product of both implementation and performance culture. In other words: material value drivers and ideal value frameworks. Humans and machines. Efficiency and innovation. Assets and skills. Wouldn't it be smart to adopt an integrated approach to understanding and developing both these benchmarks of entrepreneurial activity, optimising them to create added value? We think the answer to that is: Yes!
This reciprocal and empowering form of value enhancement is what we call AUXIL VALUE INTEGRATION. The first step is integrating a new type of consulting and implementation approach (vi). This forms the basis for our integrated concepts about analysis and implementation (ai). Our integrated restructuring and role concept (a+) is derived from this foundation. Implementation is then realised with the help of our integrated transformation concept, consisting of structural transformation (a7z) and cultural transformation (aTTT). The advantage for our customers is the rapid and sustainable recovery or consolidation of corporate independence.
First: All our activities are aimed at a) significantly increasing the value of the company in terms of economic independence. And b) empowering employees and managers to engage in independent entrepreneurial thinking and action aimed at increased organisational resilience.
The basis for this is the conscious differentiation and processing of structural and cultural agendas and reference values. The first step is distinguishing between the economic results workshop and the social framework for action. These should be evaluated separately and developed in an integrated manner. For the results workshop, this takes a performance perspective, while the social action framework focuses on information-gathering.
(Who does what, with whose support, and for what purpose?). The second paired integration step combines the (new) structural plan (action plan) with the willingness of the relevant parties to take responsibility for the projects and results identified in the plan. The third paired integration step,
looking at infrastructure and customer focus, combines the implementation of structures and processes to increase earnings (in line with the business model) with the workforce focus on customer requirements and the need for innovation. And what is the overall aim? To increase the value and resilience of the company (see above).
