The document-management of the organisation was substandard, and the central department was consequently unable to handle its work. The organisation had already implemented a training boot camp, but nevertheless had doubts about the organisation and its general processes.
Antonie Reichling advised an alternative set-up of the central department, encompassing broad functions and clear coordination, in addition to concrete involvement of the entire management.
The organisation implemented the recommended measures, including the implementation of documented management in its activity-based management and evaluation cycle. The central department was organised and the possibilities for generating new jobs were utilised.