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The experience both, professional and academic has led us to conclude that the main asset to a company is the people and the most valuable resource is the team acting effectively. This fact manifests mostly in small and mid-sized enterprises, where smaller amounts of people in teams allows to create an effective network of contacts through more fluent exchange of information among its members. We believe that in an effective team, the channels of both, formal and informal communication overlap. The initial phase of dynamic growth of a company occurs when there is a total synergy between the team members, in which the atmosphere is less formal. In such work environment the ambiance of a mutual confidence and loyalty reigns, so working together becomes more creative and brings a real satisfaction to the team and the individuals forming it. The corporate culture particularly affects the very structure of the company and the internal sense of personal satisfaction from their employees that in turn translates directly into the development of the corporation, its performance in the market and its external image. This dynamic model of development of any startup business is an ideal goal worthy of pursuing for any company also at further stages of their growth. The key element is always the same: well organized, cooperative teams, where individuals complement, motivate and inspire each other. Only then can the team achieve best results, stay creative and participate fully in the challenges it faces.

The new business reality requires flexible company working methods. Especially to improve the organizational structure, communication and cooperation of its teams, but also to ensure the flexibility needed to face the market’s quickly changing conditions. The rapid growth of the company requires performing new tasks in the new business reality and, consequently – remodeling the team’s structure and its functioning. Meeting these requirements is not just a simple extension of the work scope or increasing in staff. Despite what it might appear, the crucial part is the subsequent implementation and integration of both, the tasks and the people into the current business environment and culture.

Under the proposed qualitative and quantitative analysis we aim to formulate conclusions and recommendations for structural adjustments in the key areas of corporate environment, in order to improve the work effectiveness and adapt to changing business requirements. Each and every task we approach individually, as each company, team and organizational culture are unique and contextually conditioned, that altogether make it impossible to use predefined templates in the analysis. In the ongoing studies we use our own innovative tools, developed in the fusion of both, business and scientific approaches:

The structural analysis of the company will focus on aspects such as:

• Organizational culture: study of the current situation and analysis of the approaching changes to the company/ new business challenges

• Team:  examination of the functions, the scope of responsibilities and competences, analysis of the formal relationships (resulting from the organizational chart) and informal links (as a result of informal communication schemes), the identification with the company and its image within the team

• Communication: study of the internal communication and the informal information flow

• The tasks delegation model

• The model of the decision-making process

• Diagnosis of the development potential of each individual employee/ career paths

• Study of conflicts

The analysis of the rapid development of the company, including the key moments (how they were used, their causes, consequences, opportunities and risks brought).

The Integrative Analysis we carry out is based on the degree of consistency and flexibility, in order to identify explicit and implicit structure functions and their impact on the team and the company’s performance. For this purpose, we perform an in-depth analysis of the employees’ skills (including the soft skills) and their responsibilities (a sum of individuals is not yet a team!). In this way we seek to answer the question whether the potential of the team as a whole is at its best performance, and try to track accurately the information flow (liquidity, distortions, barriers and facilitations), in both the procedural (functional) and informal aspects.

The model to achieve: an organization that works as precise as a Swiss watch.