There is a moment in the life of many companies when, on paper, everything seems to work. Turnover increases, there are more customers, more activity, more movement. From the outside, the business appears to be growing. However, internally, tensions begin to appear that are difficult to explain: lack of liquidity, a feeling of disorder, soaring costs, decisions that are taken in haste.
And then the doubt arises, almost always in a low voice:
How is it possible that, with a higher turnover, the company is worse off than before?
We see this situation frequently in the office. And it’s almost never a revenue problem. It is a problem of how the company is organized.
Growing without revising the structure takes its toll
Many companies grow while maintaining the same structure with which they started. What worked when the volume was small is maintained, almost by inertia, when the activity multiplies. The result is usually a bigger company, but not necessarily a better one.
More customers mean more management.
More activity means more costs.
More volume requires more control.
If this growth is not accompanied by a thorough review of the tax, accounting, labor and operational structure, inefficiencies begin to appear that are not visible at first, but that become increasingly heavy over time.
The problem is rarely in a single point
When a company starts to go wrong “for no apparent reason”, the entrepreneur usually looks for a specific cause: taxes, lack of financing, the bank, the market. In practice, the problem is almost never in one place.
It is often a combination of decisions that, individually, seemed reasonable, but that together no longer fit:
- structures that have not adapted to growth,
- processes that have become obsolete,
- costs that have increased without real control,
- management based more on intuition than on data.
None of this is usually serious on its own. The problem is when it accumulates.
When the company asks for a rethink and no one stops
There are clear signs that a company needs to stop and review how it is operating: lack of control, constant stress, feeling of always putting out fires, difficulty in anticipating results. These are not symptoms of failure, but of a company that has changed and has not reorganized itself.
At that point, continuing to do the same thing tends to make the situation worse. What is needed is not more work or more turnover, but a rethinking of how the company is designed.
That’s where business reengineering comes in.
Reengineering is not starting from scratch, it is putting in order what already exists.
When we talk about reengineering in Advixy we are not talking about dismantling a company or applying theoretical solutions. We are talking about analyzing, with criteria and experience, how the business is really working and what adjustments are necessary to make it coherent again.
Review the tax structure to match the actual volume of activity.
Reorganize accounting to serve as a decision-making tool.
Analyze labor organization and internal processes.
Eliminate inefficiencies that have become standardized over time.
In many cases, the company does not need to grow more, but to perform better.
Re-understanding the numbers changes the way we make decisions
One of the key points in any reengineering process is to regain control over the numbers. Many companies comply with their accounting obligations, but do not use the information to manage. This leads to blind decisions.
When the entrepreneur comes back to understand what real margin his business leaves, where the money goes and what decisions really impact the bottom line, the company changes. Not because it makes more money, but because it makes better decisions.
Growing up well is a conscious decision
Companies that manage to stabilize after a period of disorderly growth do not do so by chance. They do so because, at some point, they stop, analyze and make decisions with a global vision of the business.
This is what makes it possible to go from surviving the day-to-day to managing with peace of mind.
A way of working designed for companies that have already come a long way
At Advixy we work with companies that have already passed the start-up phase and need more than basic management. Companies that have grown, that work, but feel that something doesn’t quite fit.
Business reengineering is part of our way of accompanying these projects: with analysis, with criteria and with an integral vision that goes beyond solving a specific problem.
Because growing up is fine.
But growing up with order is what allows you to move forward smoothly.
Each company has a different reality and must be analyzed individually. Reengineering processes require prior study, real information and decisions aligned with current regulations.
Understanding why a company does not improve just by invoicing more is often the first step to start reorganizing it judiciously.
