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Case study

Clarification of roles and responsibilities, new organisational structure and increased collaboration for a more efficient allocation of resources

CLIENT

Anonymous

AREA OF EXPERTISE

Organisational transformation

PROJECT DURATION

2022
Table of Contents

ABOUT THE CLIENT

The client is a public body with an economic mission to support the business community and the external growth of the Grand Duchy, as well as to promote the Luxembourg market internationally. The organisation is made up of 7 main departments (formerly 6), each with its own specialised field.

THE CONTEXT

One of the client departments is organised by sectors, each of which has a manager and staff dedicated to carrying out the sector’s tasks. In addition to these sectors, the department in question also includes a number of employees, who are in charge of dealing with requests for the financing of research projects.

The client decided to review its entire internal organisation in order to promote collaborative working and a more efficient distribution of resources. MindForest was contacted in this context.

MINDFOREST'S MISSION

MindForest assisted the client in the definition and implementation of the departmental restructuration project, as well as the revision of its internal processes in order to implement the targeted strategy.

The main objectives of MindForest’s mission were: 

To determine the ambitions

of the Department in question​

To identify the broad groups

of activities that support the ambition​

To restructure

the department​

To supporting staff

in taking ownership of the new organisation​

TOOLS, METHODS & ACTIONS

Visualisation of the new organisation thanks to a variety of communication media (computer graphics, organisational chart, etc.)

Change Communication Plan with info-sessions

Individual semi-directive interviews using a questionnaire

The classification of the existing functions and missions for each department employee

Workshop facilitation based on Design Thinking, Co-development and Collective Intelligence

THE PROJECT OUTCOME

  • By agreeing on the issues that stakeholders would focus on over the next 5 years
  • By identifying the different potential obstacles and resources they have to face/acquire in order to achieve their goals
  • The review of the department’s organisation took place in several stages, each of which contributed to the development of a new organisational chart, which visually reflected the best model for the organisation to meet the challenges ahead
  • It steers the whole assembly made up of permanent and non-permanent members who meet at regular intervals to take decisions according to a well-defined governance
  • This committee makes it possible to achieve transversal transparency across the different projects and specific existing needs at management level
  • In collaboration with the client, we carried out an inventory of the strengths and weaknesses in the different activities carried out by all the employees via semi-directive interviews
  • After a list of the elements and areas for improvement was compiled internally based on employee feedback, we used a validation and consolidation workshop to identify which activities were essential to the proper functioning of the department
  • By listening to this information from the field, we were able to understand how the employees work and what their daily tasks are. During the workshop, we drew up a list of the essential roles (project leader, project manager, resource coordinator, sponsor) within the department, as well as the responsibilities linked to each task to ensure that the department was able to function correctly.
  • As a final step, we developed internal job descriptions for each of these roles
  • We conducted info sessions with all the stakeholders during which we informed them about the different projectstages and the results achieved, at the same time we were able to collect their feedback
  • We also communicated about the new organisational structure within the department

THE MAIN SUCCESS FACTORS

TRUST WAS CREATED AMONG THE STAKEHOLDERS

- By sharing all essential information - By ensuring transparency in all exchanges - By encouraging direct and reactive communication between all the parties

OPENNESS AND WILLINGNESS TO DO THINGS DIFFERENTLY

- Awareness among stakeholders that it was possible to things was possible - Willingness to explore possibilities for improvement in the organisation

OUR MULTI-DISCIPLINARY TEAM

Was able to propose a comprehensive approach based on various customer issues: ranging from listening and gathering information to encouraging the emergence of new ideas and solutions, through the analysis and synthesis of complex data and the provision of coherent communication throughout the entire process

STAKEHOLDER AVAILABILITY

- Thanks to the presence and participation of different stakeholders in our activities - Based on reactivity to our communications

A WELL-CONCEIVED AND COHERENT APPROACH

- After a good understanding of the need, the appropriate approach was implemented to ensure that the results were achieved - Stakeholders followed the defined guidelines

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