Restructurings do not only change structures and processes; they reach deep into established ways of working. What used to be handled “on the fly” is now routed through a gatekeeping loop. Two control rooms have been merged into one large unit, expenses are strictly monitored, and a new role, the Gatekeeper, decides on priorities.
His questions are simple yet challenging:
- Does this really need to be done?
- Does it need to be done right now, or can it wait?
This optimizes the cost structure and avoids “low-value work.” For many managers, plant directors and engineers, however, this new reality feels unfamiliar. Complaints of “too much bureaucracy” or “everything takes too long” are quick to arise. The short cut is blocked and not everyone is pleased about it.
So what ultimately made it successful?
✳️ The Gatekeeper is not seen as an “obstructor” but as someone who decides based on clear criteria such as safety, production relevance, or sustainability. Control thus becomes shared responsibility.
✳️ Saying farewell to spontaneous requests is a cultural break. Time, guidance, and feedback sessions help anchor the new practice.
✳️ Restructurings are only accepted when their impact is tangible. Through cost optimization we improved margins and secured new contracts. Success stories that show the effort is worthwhile.
The short cut may be blocked, but it opens the view to a new form of professionalism. Those who accompany the change, communicate transparently, and make successes visible lay the foundation for an organization that becomes more efficient and more resilient.
➡️ What are your experiences with the short cut after restructurings?
I am Bernd Scharbert and I know from experience how to successfully implement Operational Excellence initiatives – and how to get back on track after restructurings. On these topics I enjoy working with Caravel Solutions and AchieV Consulting. If you are interested, feel free to reach out to me or directly to the companies mentioned.
