Scope and terms.
We agree what management needs to decide, which parts of the organization are involved, and which deadlines or commitments limit the options. The written scope records deliverables, fees and review arrangements.
Organization design.
Portfolio and performance reviews.
Wert Group helps management teams decide how work, authority, and resources should be organized. Assignments cover business units, headquarters, and regional operations.
Draft a decision paper
A regional team may report to headquarters while relying on several central functions to operate. We define those service responsibilities alongside local authority and reporting lines. Regional planning can include Germany, Austria, and Switzerland.
When the question concerns investment priorities or a performance gap, we examine the proposals and operating records, then set out management’s options and the resources each would require.
About Wert GroupResponsibilities between
headquarters and regions.
Management advisory services.
For business leaders, owners and management teams.
Strategy and priorities
Compare competing investment proposals against available funding and management capacity, then record which to fund, revise, defer or close.
Organization design
Design reporting lines, define responsibilities and plan how changed roles take effect.
Operating models
Plan how an operation runs: who is responsible for what, which internal services it relies on, where work is handed over and how management reviews it.
Performance review
Examine a business-unit or functional performance gap using operating records, management reports and stated objectives.
Governance
Set out approval authority, committee responsibilities and escalation rules for boards and management teams.
Regional planning
Plan which responsibilities stay at headquarters, which sit in the region and how shared services support both, including for Germany, Austria and Switzerland.
Investment priorities.
A portfolio assessment shows which proposals compete for the same funding or the same people. The recommendation records the priorities, the dependencies and the reasons for each deferral.
Strategy and prioritiesFrom the initial brief
to the final report.
Read the engagement approachRecords for the review.
The records depend on the question: investment proposals and budgets for a portfolio review; role descriptions and approval responsibilities for an organization change. We identify missing information and assumptions that limit the analysis.
Compare the options.
Each option is examined against the business objectives, resource requirements and operating constraints. The recommendation explains the proposed approach and the consequences management needs to weigh.
Check the findings.
Your review group checks factual accuracy and challenges the analysis before the report is finalized. Funding, staffing and other management approvals stay with your organization.
Plan the selected change.
The plan sets out actions, owners, resource requirements and dependencies. Changed roles may need new profiles and communications; a new operating model may need revised service and reporting arrangements.
Guides to management decisions.
All insightsStrategy
Choosing which initiatives to fund
Compare the commitments behind each proposal, including the projects already using the same people and systems.
Read the articleOrganization
Define decisions before changing reporting lines
A new reporting line must be checked against the delegations, approval rules, and service responsibilities already in force.
Read the articleGovernance
What belongs in a committee decision paper
State what the committee is asked to authorize, why the recommendation follows from the evidence, and what happens after the meeting.
Read the articlePerformance
Establish the evidence for a performance review
Check the measure and comparison period, then test possible causes against the business records.
Read the article