The organisational development bit turned out to be pretty difficult. What we did was to create an "Organisational Brown Paper" where we drew the current organisation in its rather detail.
We also had a list of all the salaries per department, so we could detect the cost per department (and the turn-over).
Then, we did the "green meadow approach", where we sat down and created the "new" organisation as if we were to establish a new company and we could use as many people from the "old" payroll as we wanted. We had several workshops, mainly with the directors and HR.
The final result was a suggestion for a new organisation. Initially, we did not sell the implementation of that new organisation, only a suggestion for a new one.
It sounds very easy, but the main problem was this HUGE resistance of literally everyone. I was greeted with hostility whenever I was spotted somewhere in the building. But we finally got it!
I had a task force. His name was Dominic. He was working as manager in one of their warehouses and he helped me with the organisation and the warehouses.
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