Management Consultancy

Process Reengineering

Our approach involves collaboration with all key stakeholders. This facilitates a comprehensive review of all existing processes and systems, organisational structures and staffing issues and obtains acceptance to agreed changes.

The work is done in three phases, as described below:

Phase one: Review the business plans and goals

The purpose of this phase is to gain an understanding of how existing processes, structures and staffing supports the business plans and goals. The main steps are:

  • Gain an understanding of the key business issues, strategy and critical success factors.
  • Review any relevant documentation.
  • Gain an understanding of the established methods, processes and systems.

Phase two: Review the existing business processes, structures and staff skills

The purpose of this phase is to identify duplications, inefficiencies, process errors, control weaknesses and opportunities for improvements and benefits.

  • Confirm the key stakeholders and contributors to the project.
  • Confirm the detailed list of the business processes to be documented.
  • Interview the key stakeholders and contributors to understand the organisation structure, existing procedures and systems and the staff skill sets.
  • Review relevant documentation including any systems development plans.
  • Document the ‘as is’ business processes.
  • Assess the suitability of existing controls and security.
  • Validate and amend our findings in a staff workshop.
  • Report our findings and recommendations.

Phase Three: The design of new business processes, structures and staff skills

The purpose of this phase is to design the processes and structures that will meet the business goals. Due to potential conflicts of interest, it is not usual involve existing staff:

  • Design the ‘to be’ processes, based on current best practice, efficiency, scalability and control. These processes are documented.
  • Design the ‘to be’ organisation structure taking account of locations, staffing levels and skills requirements.
  • The viability of the ‘to be’ processes is confirmed with the management team in a series of one to one interviews and also possibly by workshop. 
  • Identify any systems changes required.
  • Report our findings and recommendations.


The deliverables from this exercise for each area will be as follows:

  • Documentation of the existing business processes (‘as is’ processes). 
  • A short paper setting out our recommendations for any quick wins.
  • A paper setting out any control weaknesses and our recommendations.
  • A paper setting out any system changes required.
  • Recommendations for revised business processes (‘to be’ processes).
  • A skills analysis matrix.
  • Recommendations on an appropriate organisation structure and staffing levels.
  • An action plan setting out our proposals for implementing the revised business processes and our recommendations for a revised organisation structure. For each proposal the document sets out any dependencies on other proposals, estimated cost and time to implement and any other costs and benefits.