OPERATIONAL EXPENDITURE REDUCTION

ORGANISATIONAL DESIGN

Organisational designs are a key element that leadership needs to engage to ensure innovation, entrepreneurship, and adaptability for the medium to long term sustainability of their enterprises.

Organisational designs need to incorporate ambidexterity, defined as “the ability of an organisation to both explore and exploit" – with the aim of competing in mature technologies and markets where efficiency, control and incremental improvement are prized and to (also) compete in new technologies and markets where flexibility, autonomy and experimentation are needed.

Our specialists focus on the following elements in the organisational design:

Organisational Structure (hierarchy of relationships among and between actors, division of labour and specialisation of tasks and formalisation of roles)
Decision Systems (Nature of decision rights, decision-making process, and the mechanisms governing how decisions, once made, are communicated and coordinated)
Managerial Practices (The policies and procedures that determine hiring, firing, training, career progressions and systems of intrinsic and extrinsic incentives)

TALENT ACQUISITION

Talent acquisition and management directly impacts the profitability, value and going concern of the business. Our talent acquisition and management specialists help in analysing and reviewing practices pertaining to:

Recruitment
Employee training and development
Performance management
Demographics and culture
Productivity and engagement
Leadership and succession planning.

Not paying attention to these elements can represent contingent liabilities in a fluid environment where increasingly, workers’ rights are protected.

STRATEGY

The identification and use of appropriate structural and managerial levers as a pivotal hinge are a critical cornerstone when developing an organization (Crittenden & Crittenden, 2008). Structural levers include actions (the who what and when); programs (operational learning and continuous improvement processes); systems (installing strategic support systems in organizations) and policies (establishing strategy supportive policies) (Mthombeni, 2020b).

Managerial levers include iterating (exercising of strategic leadership in action), allocating (understanding when and where to allocate resources); monitoring (time rewards to achievement) and organizing (strategic shaping of corporate culture) (Mthombeni, 2020b). Strategy Implementation requires teamwork, an evidence-based approach to decision making, action and a high accountability culture.

CAPITAL, INFORMATION TECHNOLOGY AND AUTOMATION SOLUTIONS

To remain competitive in the international ecosystem, organisations needed to continuously innovate and develop agile, adaptive bespoke engineering solutions driven by advanced technological systems to support the requirement of the specific industry.

Our team includes specialists in various aspect pertaining to information technology in a manufacturing environment, engineering, design, operations management, project management and change management.

We use our human capital to analyse, review and recommend changes to existing processes, systems, procedures and at time, capital equipment to enhance the competitiveness of the cost structure of the enterprise.

REVIEW OF CAPITAL STRUCTURE

New financing instruments and models coupled with the unpredictable changes in the macro-economic ecosystem require the adoption of agile, adaptive capital structures that are continuously reviewed.

Operational and administrative pressures may lead to situations where the capital structure is not optimised because the debt (e.g., debentures) to and equity ratio needs to be relooked.

Our specialists analyse, review and where necessary, propose the restructure if value can be obtained.