Overview of the Seven Building Blocks of a Successful Corporate Restructuring (7P)

Dino Dogan ()
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Dino Dogan: Luxembourg School of Business

Chapter Chapter 3 in Seven Building Blocks of a Successful Corporate Restructuring, 2024, pp 11-13 from Springer

Abstract: Abstract The intensive engagement with the seven building blocks of a successful corporate restructuring provides those responsible with answers to fundamental questions. When must something be done? As part of strategic planning (P1), it is first clarified whether there is a need for action in the company in terms of a strategic and/or organizational realignment. What needs to be done? The plan (P1) describes the company’s starting position, the target position after successful restructuring, and what needs to be done to achieve it. Who has to do it? Plans are still implemented by people/persons (P2). How should it be done? If the current process organization does not sufficiently support the achievement of corporate goals, the business processes (P3) must be redesigned. Building on this, the structural organization is defined and introduced, whereby the distribution of work/partitioning (P4) is not done around people but is aligned with topics/processes. A significant support in the successful implementation of the reorganization are the various platforms (P5) used by the company. The analysis of the existing product and/or service portfolio (P6) and its realignment ensures that the constantly changing customer wishes can always be satisfied by the company. What result should be achieved? Measuring the desired change during the restructuring and tracking the achievement of operational and strategic goals allows management to assess the performance (P7) and to intervene in a timely and targeted manner.

Date: 2024
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DOI: 10.1007/978-3-658-46359-5_3

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