A practical case study based on Accountor Russia’s experience of business processes review, optimization and internal management of changes. This presentation dispenses professional advice and tools which allow addressing complex and challenging issues that many companies face today.

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Ms. Ekaterina Zelenina,
Director of Financial Management
Services, Accountor Russia&Ukraine
Restructuring
and optimizing
business
TaXmas 2015, December 2015
Moscow - St.Petersburg -
Helsinki

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Content
I. Typical reasons and ways for business
restructuring
II. Restructuring of business: steps and tasks
III. Optimization of business
IV. “Change Leaderment” in Accountor
V. Expert support

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I.1.Typicalreasons tochange
PROFIT
Increase operational effectivity of the business
TAXES
Optimize taxation
INTERNAL CONTROL
Improve transparency of the business
MANAGEMENT
Optimize organization
SALE(S)
Increase attractiveness of the business

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CHANGES
A. Restructuration
(external & internal changes)
B. Business process optimization
(internal changes)
I.2. Typicalwaystoconductthechanges

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Thereorganization ofthelegalentitycanbecarriedout
through
-merger
-consolidation
-split-up
-spin-off
-transformation
Plus-recentlymixedforms arepossible
(simultaneous combination of typesabove)
II.Restructuring business

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II.1.Stepsofrestructuring
1. Pre-
research
2.Decision
making
3.
Impleme
ntation
4. Review

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II.Stepsofrestructuring
• All internal processes and a
comparison with industry norms
• Relationships with customers,
their expectations of benefits from
your restructuring. To study all
suppliers, customers, investors
contracts
• Employee expectations and
potential damage to morale
1. Pre-
research

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II.Stepsofrestructuring
• Action plan: steps, schedule,
R&R
• Involve all stakeholders, it
will speed decisions
1. Pre-
research
2.Decisio
n making
3.
Impleme
ntation
4. Review

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II.Stepsofrestructuring
• Selling the idea to all
stakeholders (employees/
investors/ suppliers/
customers)
• Check on each stage the
trigger for the next steps
• 1st challenge: staff rotation
and reduction
• 2nd challenge is training
existing employees in new
procedures
• 3rd challenge customers
resistance
1. Pre-
research
2.Decisio
n making
3.
Implementati
on
4.
Revie
w

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II.Stepsofrestructuring
• Review the results of
implementation
• Revise as needed
• Plug gaps and reorganize
false starts as quickly as they
become evident
• No plan is perfect and a
reorganization plan has
numerous key points that must
be ready for the changeover
1. Pre-
researc
h
2.Decisio
n making
3.
Impleme
ntation
4.
Review

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Goal
• What is the purpose of this work?
People
• Who does this work? Why it is he/she?
• Who else could do this work? Who could do this work better?
Place
• Where is this work being done now? Why?
• Where else can it be done? Where is it better to do this work?
Method
• How is this work done? Why is this work done like this?
• What other methods can be used? Which method is better?
Time
• When is this work done? Why it is done at this time?
• What are the alternatives? Which alternative is better?
Your usual way of doing: 5 questions to think
III.Optimizationofbusiness

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• Elimination of manual/routine work
• Liquidation of obstacles of smooth work
• Reduction of document flow routes
• Limitation of excessive control
Method
“Delete”
• Decreasing of complexity of processes
• Simplification of formats of documents and
reports
• Division of labor
Method
“Simplify”
• Use of accounting, management, office
programs
• Standardization of methods, development of
instructions for personnel
• Unification of communications, ways of
collection and transfer of information
Method
“Standardize”
Methods of optimization
III.Optimizationofbusiness

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IV.ChangeLeaderment inAccountor

14. At the beginning of
the change
journey: What
needs to change
and why?
The cycle of Internal Change
1.
I under-
stand
2.I take
action
3. I
succeed
During the active
implementation:
Small steps
towards the right
direction
When the process
is completed:
making the change
really stick
IV.ChangeLeaderment inAccountor

15. 3 levels of employees resistance
I don’t get it
Lack of
understanding
I don’t like it
Emotional
reaction to the
change
I don’t trust you
Lack of trust in
the leader
IV.ChangeLeaderment inAccountor

16. - In the game, the progress of change
is illustrated by a boat moving
around in a circle
- The position of the boat shows how
far the change has progressed
- Throughout the game, employees
can observe the positions and
movements of the team members,
members, who can be outside of the
the boat and far behind or ahead of
of the boat
Ready to play?
IV.ChangeLeaderment inAccountor

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►Juridicalsupportinrestructuringofyourbusiness
►Expressauditandbusinessoptimizationofyourprocesses
►ChangeManagementtrainingforyouremployees
V.OurExpertssupport

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Thank you!