Restructure
Rework team, roles, pricing, margins, systems and the operating model.
Reshape how the business actually runs. Align the team and roles to the work that matters, reprice to real margins, and put simple controls in place so progress holds.
Objective
Rework team, roles, pricing, margins, systems and the operating model.
Key questions
- 01Is the team shaped around today's reality, not yesterday's plan?
- 02Are prices and margins set on current costs, not old assumptions?
- 03Which systems or controls are missing that would prevent sliding back?
- 04What does the leanest viable operating model look like?
Typical pressure points
- Roles built for a larger or different business
- Pricing lagging behind rising costs
- No reliable margin or cost control
- Key processes still depend on the owner
Practical actions
- 01Define the roles, responsibilities and capacity the business needs now; identify gaps, duplication and dependencies before making any structural changes. Where proposed changes affect employment terms, roles or headcount, obtain appropriate HR/employment-law advice before implementation.
- 02Review pricing where margins are unsustainable, starting with the weakest lines and considering contractual commitments, customer value and competitive position before implementation.
- 03Put a simple monthly management pack in place (cash, margin, sales)
- 04Document the critical processes so the business is not owner-only
- 05Move toward the simplest viable operating model that preserves critical capability, customer delivery and essential controls.
Important — please read
If your business is under significant financial pressure, Turnaround Toolkit cannot determine whether the company is solvent or insolvent or whether continuing to trade is appropriate. If the company cannot pay debts as they fall due, has received formal demands, or you are concerned about your duties as a director, seek prompt advice from an appropriately qualified insolvency/restructuring professional or solicitor.