Vergenta offers a broad variety of consultancy services aimed at creating efficient and healthy organisations – in everyday tasks as well as in periods of increased pressure or strain. Owing to our extensive background in both management consulting and line management our ability to identify our clients’ unique needs and conditions is second to none. We will always propose workable and realistic solutions based on well-grounded analysis.
Areas of expertise
Our clients often come to us with questions concerning:
We improve and develop your organisation and its efficiency as well as create structures and ways of working that match your business reality
We actuate sustainable strategy creation where we work together with you to formulate as well as build organisational commitment to goals and strategies
We help create clear and expedient governance structures which connect all levels of your organisation, from top management to each part of operations
CIVIL CONTINGENCY AND RESILIENCE
We help build robust organizations that stand prepared for crises and war and satisfy security protection requirements
We support you in developing responsive, value driven and clear leadership
PROGRAM AND PROJECT MANAGEMENT
We manage and lead programs and projects toward desired results in a structured and efficient manner
METHODOLOGY AND PROCESS DEVELOPMENT
We develop new methods and processes that are both efficient and matched to your organisational reality and goals
FACILITATION AND CHANGE MANAGEMENT
We facilitate and lead productive and efficient dialogues, resulting in organisational understanding, engagement and a foundation for lasting change in your organisation
What to expect from us
Having worked with us, our clients describe their experiences as follows:
A more efficient organisation with the capability of managing future change
A shared vision of the organisation’s strategy and most important goals and the commitment to achieve them
Relief of having identified and managed the problems at hand, and of having become more resilient to crises and unexpected events
How we work
Our way of working is based on three principles: Our mission, our model and our method.
Together they create the conditions for our clients to reach their targets.
We support managers in making and implementing crucial decisions to bring lasting results. We foster development at various levels in both business and public administration.
Our efforts add a unique value that makes managers, leaders and their operations stronger.
Our model consists of six building blocks:
- Strategic direction
- Clear governance
- Result-oriented Culture and management
- Appropriate organisational structure
- The right employees and competencies
- Efficient processes and tools
The right qualities within each building block collectively optimise an organisation’s ability to achieve its goals.
We work according to our tried and tested method for creating quality by working systematically, ensuring traceability and embedding the change in the business. In our projects change management starts from day one and our step-by-step approach creates a central narrative of change from current situation to future solution. This way of working optimises the organisation’s ability to achieve its goals.
Our work is carried out in four well-defined steps: Current-state assessment – Guiding principles – Solution development – Implementation.
This optimises an organisation’s ability to achieve its goals.
We support managers in making and implementing crucial decisions to bring lasting results. We foster development at various levels in both business and public administration. Our efforts add a unique value that makes managers, leaders and their operations stronger.
We structure our work according to our model, which comprises six building blocks. The right qualities within each building block collectively optimise an organisation’s ability to achieve its goals. The building blocks are a way of describing and explaining the configuration of an organisation and what is required to optimise its performance.
The strategic direction is determined by the fundamental purpose or mission. It guides and provides the ‘compass settings’ for the operation.
Clear governance in an operation requires clear areas of responsibility, efficient decision-making and, above all, mechanisms for converting decisions into relevant operational activity – at all levels of the organisation.
Result-oriented culture and management
A result-oriented approach from both management and workers is key for an organisation to be able to reach its goals. It also requires values that create an efficient, goal-oriented climate.
Appropriate organisational structure
An organisation needs the right structure and the right operating model. The operating model describes how to match supply to demand in the best possible way. All operations are affected by supply and demand, although demand in the public sector may be expressed through legislation and regulations.
The right employees and competencies
It is a key concern for all operations that the right employees are attracted, kept and developed. At the same time, competencies which are no longer needed must be phased out in an appropriate and sensitive manner.
Efficient processes and tools
Processes, methods and systematic support are important tools in daily operations and in the employees’ daily work tasks. They create the preconditions for an organisation to achieve its goals.
Organisational structure and culture need to go hand in hand to realise the strategic priorities of the organisation.
We work according to our tried and tested method for creating quality by working systematically, ensuring traceability and embedding the change in the business. In our projects, change management starts day one, and our step-by-step approach creates a clear connection between the current state and the solution. This optimises an operation’s capacity to achieve its goals.
Current state analysis
Understanding and shedding light on the client’s current situation.
There may be an obvious problem or just a feeling that something could be improved somewhere.
Defining what is at the strategic core of the forthcoming solution.
There may be legal, financial, cultural or other fundamental input values.
Building increased capability.
Exactly what the solution is depends on the analysis of the situation and the governing principles. Every solution is unique.
Realising and maintaining the increased capability.
This means transferring the solution from drawing-board to reality – and this is where it begins, not where it ends.