Semi-govermental

Custom Management treat service provision to government agencies and the semi-governmental and public-private sectors as a separate segment of our activities, characterised by governmental influence and regulation as well as its not-for-profit assumptions.  These activities are also frequently set against a political background.  Commercial institutions are also active in this sector, operating in an environment subject to strict government control.

Government agencies and semi-governmental organisations are faced with processes such as exposure to market forces, autonomy, mergers and divisions and constantly shifting (political) objectives and financial regimes. Custom Management is well-equipped to effectively steer such change processes at Board level, and can deal effectively with stakeholder groups at all levels, whether or not with divergent interests.

We carry out assignments for government agencies, libraries, social work agencies, reintegration companies, social security agencies and commercial service providers active in the public sphere.

You can find a listing of successfully completed assignments below.

General Director of a large social employment agency. The problem: investigations revealed that the management was concerned with maximising their own benefits. Additionally, an excessively top-down structure was in place. CM's involvement: This was primarily oriented towards a short-term outcome. Outcome: healthy relationships restored with the local authority, management and customers. An overly directive and diffuse organisational culture made way for openness and transparency.

Director with a large library service organisation. The problem: vague, top-heavy organisational structure, poor external image, lack of client-oriented mentality, substantial resistance among staff to merger with a similar organisation. CM's involvement: a debureaucratisation process was initiated, effectiveness and quality of service provision improved, resistance to the merger was overcome and the external image improved. Outcome: the merger went ahead, staff were motivated to support the plans for change, and clients were positive about the new organisation.

General Manager of a merger organisation under the Ministry of Economic Affairs (EZ).  The problem: the merger had not been properly worked out and failed to crystallise. The Director's position was undermined as a consequence of a coup by fellow MT members, a lack of financial transparency and a fragmented organisation. CM's involvement: a new management team was formed and a strategy and vision developed to allow the organisational processes and structure to be adapted to market demands. In short, the organisation was transformed to become an important catalyst for processes of innovation among SMEs. Significant cost savings were also achieved. Outcome: after a good deal of scepticism on the part of the Ministry of Economic Affairs, the employers and the internal organisation came to place a proper value on the work and its outcomes.

General Manager of a reintegration company. The problem: following six successful years, the organisation, a market leader, ran into severe difficulties as a consequence of the shifting market and the many changes in management. CM's involvement: the organisation was quickly stabilised , cost savings implemented, the running down of international activities was achieved and a new sales organisation established. Outcome: the organisation is now well positioned to deliver high quality service provision matching market demand.