Achievinga radical profit orientation with technical restructuring

An industrial company is profitable if its products, services or processes are designed and offered in such a way that the market pays more than is necessary for the pure production and marketing of the products, services or processes. This value difference is your company's profit. Ultimately, the fundamental motivation "to be in business". This simple insight can be used to describe the entire market and business management interrelationships, expenses and necessities of everyday business life. The art of the entrepreneur or responsible management is now to separate what is important for profit orientation from what is unimportant, often presented as indispensable, in day-to-day operations. Ultimately, it is the task of all executives to focus on making a profit. This in turn means implementing a technical reorganization with excellence and without delay, which very often does not seem possible in normal day-to-day business and in existing structures - mediocrity is accepted.

With pureLEADERSHIP you do not have to accept mediocrity. Give us the task of shaping the profit orientation of your company, your products, services and processes using the "technical reorganization" method. As an industrial, external partner, we can change your operational processes, as well as the essential change in the mindset of your workforce, more easily than you can. This is due to our experience, our knowledge and, in particular, our neutrality, authenticity and authority. The turn around to profit orientation always begins with the first step. Take it.  

When renovation has to be done - pureLEADERSHIP 

The technical reorganization method is based on the mechanisms of how profits are made possible in industrial companies. In industrial companies, profit is only generated if the product, service or processes come as close as possible to the economic and technical ideal. The art of technical reorganization is to recognize the gap to the determined ideal image and to bridge it by means of action measures in such a way that the valuable difference between production costs and accepted market prices actually arises as a self-runner in everyday life. An additional benefit of the technical reorganization of core processes is a significant streamlining of profit-reducing flanking processes such as marketing, sales, accounting, controlling or other overhead departments.
We call this efficiency configuration of business fundamentals "technical reorganization". The term "technology" describes the greatest potential for change, while "restructuring" indicates the urgency required. Complete the relevant task before you waste a lot of money on fundamentally ineffective secondary measures in operations and individual optimization measures. 

We, pureLEADERSHIP, reorganize your products, services and processes. Specifically and operationally geared towards corporate profit. There are no ifs and buts. We do not advise and work in the "possibility form". Give us the freedom to act and we will act and implement. Fast, focused, excellent and efficient. Corporate success does not tolerate delay.   

Controlling will not be able to restructure your company. It can create transparency and provide meta-level explanations. The fundamental reorganization can only be achieved by economically and technically professional managers with industry experience. Then it is a pleasure to have controlling confirm the company's success.


Step by step - with method to success - the building blocks of renovation


CEO Briefing

Legitimization at the highest management level

The board of directors or management is the highest level of responsibility and decision-making authority. No change in the company will succeed without a convinced and directive top management level. We need this legitimation on behalf of our clients. To clarify, prepare and approve actions, we offer a CEO briefing as a first step. In an open, intensive exchange at eye level, we discuss all dimensions of the restructuring in the format of a detailed case study.  

The initial problem for CEOs or managing directors in such change measures is to obtain as objective a picture of the situation as possible in order to be able to make fact-based decisions. A lot of information from the company is often not neutral, as the supplying bodies pursue their own objectives in the sense of a subjective view of change. In particular, CEOs and managing directors with urgent pressure to act due to market changes or operating profit slumps are subject to this subjective fact problem. We therefore offer fact coaching in the run-up to the CEO briefing. Top decision-makers can share their questions with us. We check the plausibility of the questions or decision papers. We check procedures and scrutinize information, structures, products or processes. If desired, we can do this discreetly from the outside, without being visible within the company. Or we can do the fact coaching in an advisory capacity, openly across all instances. You decide. 


Coaching executives & personnel

The mindset of the workforce is the key to success

Changes and, in particular, restructuring can only succeed if the operational management hierarchy and the entire workforce are convinced of the measures. Often, it is precisely this change in the mindset of all those involved that does not succeed. Change measures are implemented half-heartedly and come to nothing. After the change is before the change and the workforce becomes accustomed to unsuccessful changes. Ultimately, opinions on corporate strategy harden considerably. There is a threat of standstill and increased, if not business-damaging, unproductivity. This problem of change increases exponentially with the complexity of business transactions, the size of the company and its internationality. We are aware of this behavior and support your managers and staff methodically and holistically before, during and after the change or restructuring. We advise, explain, train and coach the people concerned in the company, providing the necessary depth and breadth of information. At your request, we can also manage the entire change and restructuring process in the role of responsible change management. If necessary and legitimized by you, also with a firm hand and legally effective interventions. 


Value analysis products & services

Rock bottom costs - the first part of the profit margin

Operational product reorganization means designing products or services in such a way that they are per se marketable and profitable under everyday conditions. For industrial companies, this orientation is only possible through a technical and economic value analysis of existing products and services. To determine the rock bottom costs, we use a symbiosis of classic technical value analysis and Greenfield Theory, with which a real ideal image can be created. We analyze every product and every service with the highest level of expertise, with technical and economic depth, as well as broad process-related management knowledge. The results of our value analysis are, on the one hand, technical, constructive improvements for your products, with prioritization on costs and, on the other hand, a deviation list of your manufacturing costs from the real ideal image (actually realizable rock bottom costs in the greenfield approach). From this information, we derive a technical reorganization plan for your company with the aim of achieving the rock bottom costs with maximum profit for your company under your given guidelines. Uncompromising focus on rock bottom realizable product costs !


Value analysis processes & production

Priority costs - the second part of the profit margin

Production, especially in high-wage countries, is often driven by the exaggerated wishes of technical decision-makers, strategies for cheap purchasing by the procurement bodies and incorrect target parameters for the production parameters of systems. All three influences usually lead to more expensive, high-maintenance production systems that do not achieve the required output and performance parameters. Examples are Demand for additional technical degrees of freedom for production machines in order to be able to cover unclear, unspecified future ideas. Misjudgement of purchasing in the context of cheap offers, from a global dynamization of the supplier structure and dynamization of capabilities (everyone can do everything at even cheaper prices), inappropriately formulated supplier contracts that do not take into account the requirements of "real life production" and only follow a business management, commercial formulation logic.
In addition, the level of the restructuring hurdle due to internal resistance within the company should not be underestimated. Usually, a production reorganization means revising previous decisions. While at the same time involving the existing workforce. There is a risk of personal and subjective objectives being superimposed.

Our priority cost method is based on the assumption that, regardless of internal circumstances, there is a global minimum cost figure for production that every company must theoretically implement in order to achieve its targets. This minimum production cost can be achieved if costs are prioritized, analyzed and calculated along the target parameter chain. The target parameter chain includes technical investment costs in production machinery, as well as the working methods and motivation of the workforce, which are equally important. 

Our restructuring managers achieve "Excellence in Operations" for you at all levels of production. Challenge us - Do you know your priority costs?


Profit orientation Projects & programs

Order costs - the third part of the profit margin

Even if products, services and processes are line-oriented and would normally generate profits, the question arises as to whether profitability is also achieved in the structures of projects and programs. An example: Purchasing and production are well positioned for the company's typical products. Profits in the line organization seem feasible.
Now an order with customer-specific requirements is fed into the organization. Although the order deviates from the normal case, it is still within the fundamentally feasible production framework. Nevertheless, there is an implementation and profit conflict, as the organization is unable or unwilling to provide the necessary variation dynamics with a vision of what is feasible. Restructuring the matrix organization is now the key to success. The restructuring begins at the top of the matrix organization pyramid.

If the people responsible for the project or program, usually project managers, order managers or program managers, are not profit-oriented, there is a risk of the order disasters described above. Depending on the size of the project or program, these can lead to a company being put at economic risk. Our restructuring managers are aware of this delicate task and have received interdisciplinary training in technology, methods, legal frameworks and conduct. In project and program restructuring, we rely on our proven method in which engineers assume interdisciplinary and economic responsibility. 


Implement change

Integrating interim management responsibly

Interim management is not temporary work at a high level. Our interim managers do not simply fill missing capacities. They are clearly overqualified for this. We see interim management in corporate change situations and turnaround processes as the industry's decisive method for achieving goals, such as the profit orientation of all corporate processes, in the shortest possible time. Our guiding principle is to realize the profit orientation already on the next order. Without compromises, without plan B, without postponing success until the day after tomorrow. This is why we have chosen the term "technical turnaround" for our method of success. We keep to what we agree with you. We take responsibility and therefore offer our customers case-related remuneration models based on their objectives. 

pureLEADERSHIP - The management method for the profit orientation of technology-driven companies in industry.

A tribute to a crafted strategy for technology driven companies, developed by engineer's to generate profit in real life business.