From crisis to hypercrisis with the crisismanager
A company came into difficulties and appointed a crisis manager. That crisis manager was demonstrating an abundance of activities, where-under a restructuring program.
The restructuring program consisted of 7 projects of which 1 cost cutting project, 1 major IT project and several improvements projects related to the functional organisation.
The crisis manager had heard Business Process Management was a good methodology to support the program (7 projects) and a means to achieve quick wins. After the projects were launched, it was asked to provide an opinion. What I discovered was: