helix
consulting

Helix Compass

A complete solution package for improving organisational cost efficiency and operational performance

Over the years, Helix has worked with a wide range of businesses and developed deep expertise in the operational challenges facing the SME sector. Our experience consistently shows that most companies today are managing daily pressure on costs, liquidity, and profitability.

In our latest study, we have summarised the key findings and primary challenges facing the SME sector. We demonstrate that — even in the face of macroeconomic headwinds — it is possible to maintain or reduce costs by making day-to-day operations more efficient.

We provide clear, practical guidance on how leaders can optimise their operations — and how to do so without generating unnecessary internal friction.

Modules

Data and Cost Analysis (DCA)

A rigorous analysis of operational data and cost structures reveals a great deal about how a company actually works. During this analysis, we:

Data and Cost Analysis
  • Review the available data in detail
  • Identify the root causes behind anomalies and significant fluctuations
  • Map correlations and interdependencies across data sets
  • Isolate controllable costs — those that can be reduced through measurable efficiency improvements

The output is a structured report that can be produced on a regular basis and used as the foundation for informed, data-driven business decisions. This enables management to systematically review costs over time, effectively preventing future operational bottlenecks.

Assessment of Corporate Operations and Processes (ACOP)

Data alone rarely captures the full picture of how an organisation operates. That is why we recommend a more comprehensive operational audit — one that takes into account the organisation, its people, its processes, and its tools. Using multi-dimensional assessment frameworks and methodologies, we examine whether current operations are truly optimal:

  • Assess organisational structure and hierarchical depth relative to core activities
  • Analyse the flow of information and communication channels across business units
  • Evaluate the degree of regulation and the alignment of existing governance systems with expected operations
  • Examine the extent of digitalisation and the efficiency of systems in use
  • Identify unnecessary work, process duplication, and opportunities to reduce administrative burden
  • Analyse asset utilisation to maximise efficiency and return on investment (ROI)
Corporate Operations and Processes

The result is a comprehensive operational diagnosis — delivered on an accelerated timeline, typically within weeks — that clearly identifies the organisation's strengths, weaknesses, risks, and growth opportunities.

Formulation of Efficiency Improvement Measures

Building on the DCA and ACOP diagnostics, we identify strategic pathways to reduce costs, streamline workflows, eliminate process waste, and achieve more effective and profitable operations. Each proposed measure is formulated in detail, clearly structured, and presented in a project-ready format — providing the decision-making foundation needed to initiate implementation.

Efficiency gains are achievable across multiple functions, but the right approach must always be determined on a company-specific basis.

Typical efficiency improvement measures include:

Efficiency Improvement Measures
  • Organisational and operational streamlining, including the elimination of redundancies
  • Addressing labour shortages through task optimisation and role redesign
  • Digitalisation, automation, and AI integration across administration, finance, controlling, and core business activities
  • Consolidation of IT and other systems
  • Exploring outsourcing and insourcing opportunities
  • Measuring and evaluating employee performance; introducing and optimising incentive structures
  • Introducing, implementing, and monitoring KPIs
  • Reviewing and optimising corporate operational processes
  • Improving information flow across the organisation

Quantifying the Impact of Measures

Decisions on efficiency improvement initiatives are rarely straightforward, and their projected effects can be difficult to assess with confidence. This is where we add significant value — by modelling the financial outcomes of proposed actions.

We examine and forecast the expected financial impact of recommended changes over the coming years, including projected cost reductions, revenue improvements, and the investment required to deliver them.

We also calculate the OPEX/EBITDA impact of all adopted measures across the forecast period.

Quantifying Impact

Support Through Implementation

Support Through Implementation

Our consultants are not only available during the initial assessment phase. Where required, we provide hands-on support throughout the implementation of recommended measures.

Drawing on our experienced specialists in process optimisation, system development, organisational development, and project management, we can support the practical execution of change across multiple areas simultaneously.

You can learn more about our management consulting services on our Management Consulting page.

Monitoring

In our experience, efficiency improvement measures only achieve their intended results when they are built into project plans and reviewed at regular intervals — typically every three months. Each review examines whether actions were executed on schedule, how much cost has been saved to date, what has been spent on implementation, whether any obstacles have been encountered, and whether new opportunities have emerged.

Where external constraints prevent a measure from being implemented as originally planned, we typically recommend formulating an equally effective alternative for the relevant area.

Our team is available to support both regular monitoring and the management of unexpected situations.

Monitoring

Change Management

Driving cost reductions through an organisation is never straightforward. In most cases, it encounters internal resistance and the potential for conflict. This is precisely why change management is a critical component of these projects — addressing the human dimension alongside the professional and strategic elements.

Our most frequently applied tools in this context include:

Change Management
  • Stakeholder interviews and analysis to assess initial resistance and understand organisational readiness
  • Engaging key experts and leaders through interactive workshops
  • Communicating key project updates and milestones to maintain organisational awareness
  • Organising open Q&A forums and forums to create direct dialogue opportunities
  • Using surveys, feedback mechanisms, and lessons-learned reviews to measure engagement and gather project feedback

Helix has extensive expertise in Organisational Change Management and offers a comprehensive set of proven methodologies. You can read more about our OCM practice on our dedicated Change Management page.

Frequently Asked Questions

Many SMEs do not yet have a dedicated controlling function — and where one exists, it often lacks structured, historical data analysis. This leaves managers operating with significant data blind spots. The first module of the Helix Compass programme addresses this directly through a detailed Data and Cost Analysis, uncovering hidden financial losses such as process redundancies, inefficient inventory management, logistics inefficiencies, and administrative overhead. In our experience, regular data analysis, gap resolution, and process optimisation can deliver efficiency gains of 10–20% even in the short term.

This is the most common concern we encounter. Our goal is not to cut costs indiscriminately, but to optimise processes. We focus on identifying where the organisation is performing unnecessary work or carrying excessive administrative burden. Rational, well-structured operations actually free up financial and human resources — improving liquidity and increasing competitiveness without raising prices. These freed-up resources can be redirected to reduce overtime or fund future-oriented development initiatives. It is also worth noting that, given the persistent recruitment difficulties facing most SMEs, newly available capacity can often be redirected to address existing labour gaps.

Over-centralisation is one of the most significant risks for SMEs. During our organisational development work, we examine management structures and decision-making authority. We help establish transparent accountability and clearly defined responsibilities — enabling the company to operate stably even without the daily operational presence of the owner. This is also a fundamental prerequisite for a successful generational transition. Contrary to a common concern, reducing personal dependency does not mean losing control; it means exercising it more effectively.

Companies at this scale are frequently under-digitalised — even though technology is no longer a luxury, but a prerequisite for sustained competitiveness. We do not recommend the immediate procurement of expensive software. Instead, we advocate for targeted digitalisation: assessing which processes can be automated (such as invoicing or inventory management) and identifying where AI and other automation tools can meaningfully reduce labour dependency and accelerate decision-making. Digitalisation also enhances the company's visibility and accessibility to customers.

Change management is an integral part of our programme — not an afterthought. We understand that introducing new systems and ways of working can create internal tension. That is why we do not simply hand over a list of recommendations. We actively support employee engagement through stakeholder interviews, workshops, and structured communication throughout the process. Our goal is for the team to experience efficiency improvements as an enabler — not a constraint.

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