Lean Enterprise/High Performance Organisation

Even companies with innovative products, a strong competitive position and positive market development often find it difficult to realize their earnings potential. Rigid management structures, costly decision-making paths, inefficient processes, and a low level of digital maturity inhibit the earning power of companies – and pose a risk to sustainable competitiveness. How can companies take countermeasures in good time?

Overview

In order to raise the long-term earnings potential of companies, it is necessary to reflect on organizational structures and processes in addition to developing a robust business model. The "High Performance Organization" stands for a systematic optimization of corporate management, decision-making, processes, digitalization and personnel management.

With the orientation as a high-performance organization, potentials are realized in the short term through increased efficiency of structure and processes. Sustainable competitiveness is also strengthened – companies are put in a position to actively shape changes in the market instead of reacting to competitors.

Originally developed in the mid-20th century, the concept of the High Performance Organization is more relevant today than ever before. Companies must reflect the increasing dynamics of the markets in their structures and processes. FTI-Andersch helps companies to develop their potential and supports from the development to the implementation of concepts.

Services

High performance at all levels

Questions for our team

How does the FTI-Andersch approach differ from conventional high-performance organizations?

In the past, customer needs were only recorded. This view in the rear-view mirror is no longer sufficient in the dynamic market environment. We make it possible to look ahead and anticipate customer needs. In this way, we ensure that the organization can perform at a high level in the long term. We also believe in customer focus across all processes and structures – historically, the focus has often been on sales and marketing alone.

What approach does FTI-Andersch take in terms of management style?

The traditional top-down style is no longer conducive to a holistic approach and the volatile market situation – but completely decentralized processes are not sustainable in the long term, in our opinion. We help to find the right balance of top-down and bottom-up. We ensure economies of scale and strategic uniformity – and at the same time increase flexibility and the pace of innovation in the relevant areas. For example, we often reduce complex hierarchical structures and instead rely on multidisciplinary, self-organized teams.

What do you recommend for the basic topics of "performance" and "performance measurement"?

In many companies we still find a patchwork of KPI reports from different departments. This does not fit with the data-driven, integrated control from production to sales and the reaction speed of a high-performance organization. Here, it is important to provide tool-supported and integrated relevant KPIs in real time. In this way, decisions can be made in a well-founded and timely manner. For us, high performance does not mean constantly working at the limits of performance – it is rather about giving companies additional leeway in the face of external challenges.

How we help our clients

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