Regional Restructuring

Regions remain static, necessary action not being executed. Lack of intellectual capabilities and vision blocks creative and successful disruption.

Identification of motivation of individuals
Due to longstanding employment careful search for external and internal successors
Clear communication with high level of appraisal for individuals affected; MD drives the process himself and is flagman for the Change process

Internal successor signals continuity and allows merger of two regions
Reduction of redundant back office-positions

Within three months remarkable increase in dynamic, will to change and customer proximity
Execution of agreed topics much easier since change
NO loss of key-personnel or -customers
Significant increase of ROS by 200 bps