The interim manager was commissioned by a private university (24 million turnover, 350 employees) to restructure the university and stabilize it both financially and organizationally. In particular, this involved the introduction of a controlling system as well as the internal structural and process organization. The expert initially acted as Interim Chief Financial Officer for a year, later taking on the position of Administrative Director on a permanent basis.
Procurement, planning and controlling processes restructured
At the beginning, the interim manager found the financial situation to be absolutely desolate. The financial statements for the recent past had been prepared incorrectly. Existing losses had not been taken into account in the balance sheet. Furthermore, neither budgeting nor controlling had been installed in the company. The purchasing and procurement processes were only partial or virtually non-existent.
In addition, personnel management and the demarcation of work areas and policy competencies were completely inadequate for a university of this size.
After the interim manager had identified the weaknesses in the internal processes in detail, he developed a comprehensive concept for improvements. For example, he reorganized the processes relating to the procurement of goods and services as well as planning and controlling. He also introduced SME software from Corporate Planner with an interface to the existing DATEV system.
Organizational structure developed and management streamlined
After a comprehensive analysis of the employees' potential, the interim manager developed a new organizational structure with corresponding profiles. The positions were filled with internal candidates and new hires. By clarifying guideline competencies and reporting channels at the management level below the university management and introducing structured communication, the decision-making channels and corporate culture improved significantly. This also led to the university management being significantly relieved of operational issues.
Project management for construction and fire protection measures at the university site
The university is located in two historic buildings, one of which dates back to 1742. As these had to be upgraded in terms of fire protection, the interim manager was responsible as project manager for coordinating the construction measures with the involvement of the authorities for construction, monument protection, nature conservation and fire protection. The project was successfully completed in 2007 with significant budget savings.
Feasibility study for an additional university location
In addition, the interim manager advised the university management on location issues, construction projects and the leasing of potential rental space for an additional and new location in the state capital. He led the feasibility study project for university operations in various existing properties and provided close support to the supervisory bodies and university management during the selection process. The university moved into the new location in 2010 with the headquarters of the university management and the executive board.
New processes drive results significantly upwards
The significant improvement in controlling and the process landscape at the university has optimized internal processes in accounting, cost accounting and procurement in particular. This led to significant savings and much improved transparency. However, the new processes have had an even greater impact externally: Earnings were significantly increased and stabilized. Financial bottlenecks were no longer to be feared and did not exist.
