A Belgian family company, active in oils, fats and bakery products, was facing a major transformation.
With divisions in both the Netherlands and Belgium, and operating in both Food Service and Retail, there was a need for a more efficient and effective business structure.
To achieve this, a reorganization was initiated with the aim of streamlining internal processes and strengthening the focus within the organization. Challenges and Approach The restructuring began with a thorough evaluation of the existing organization, roles and responsibilities.
We redefined these to better align them with business goals.
This included redefining the required competencies and associated KPIs for each role.
The new structure allowed for a clear separation between the different divisions, creating more focus and clout.
In addition, a new meeting and project management structure was set up to further improve internal cooperation.
By standardizing working methods and introducing new codes of conduct, meetings could be conducted more effectively.
More attention was paid to substantive discussions, less time was wasted on unnecessary meetings, and the decision-making process was accelerated. Results The result was a completely new organizational set-up with a clear split between the two divisions.
A new management team was created with clear roles and responsibilities, providing a stronger focus within the organization.
The new meeting structure and codes of conduct led to shorter, more action-oriented meetings with more depth.
In addition, a new KPI structure was implemented, allowing for better monitoring of performance and quicker adjustments where needed.
This organizational change has significantly increased the efficiency and effectiveness of the family business and lays a solid foundation for further growth in both the Food Service and Retail markets.
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