Organizational Consultancy

Raghunath. T, Director


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    • The company ‘s Finance department was 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 this department’s functioning would be a hindrance for the company’s growth plans

    Work done and Impact

    • Analyzed the department structure, workflows and processes – in line with the set growth objectives
    • Recommended realignment of workflows, and decentralization of the Finance department.
    • Helped to redefine the Authority Matrix and introduced review systems to ensure that the decentralized structure works effectively.
    • Identified and recommended areas of automation which enabled savings in manpower costs yet improved efficiency and controls

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