Organizational Restructuring

Raghunath.T, Director



  • The company‘s support function departments were unable to meet requirements of user departments, and was perceived to be too slow, despite a team of 50 employees at the HO and about 100 employees in their branches.
  • The Board felt that these departments’ functioning would be a hindrance for the company’s growth plans

Work done and Impact

  • We analyzed the department structures, workflows and processes – in line with the set growth objectives
  • We recommended realignment of workflows, and decentralization of the concerned departments
  • We helped to redefine the Authority Matrix and introduced review systems to ensure that the decentralized structure works effectively

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