“The best structure will not guarantee results or performance. But the wrong structure is a guarantee of failure”. Peter Drucker 

This phrase summarizes without doubt the importance of the organization to achieve organizational results.

The organization is not only an ordered development of hierarchical, functional or matrix structures; the organization is also the alignment of those structures with the organizational strategy and the business model; it is also the orderly, efficient and efficient development of the work processes (productive, strategic, support, ...) in such a way that waste and the non contribution of value for the client are avoided at all times; and it is also the clear definition of doable and feasible jobs that contribute with their actions, to the achievement of the objectives of the organization.

We work with you to provide your organization with the characteristics that allow it to successfully face its future challenges.

How is your organization?

What are the principles under the structure?

How does it contribute? Is it efficient? Is it effective? 

Does all your organization generates value for the clients?

We build organizations with you, in which from the initial situation, we identify and take advantage of opportunities for the organization; change processes, jobs, etc .; and that allows you to be progressively more efficient and more efficient.

We want to start this trip with you.

¿Qué conseguimos para su organización?

Tras la intervención de Gesempor Consulting contará con las siguientes herramientas de gestión:

Organizational design is a management process through which, with the participation of the Managers, the formal structure of the organization (its dependencies, its relationships, etc.) is generated or modified in order to facilitate the achievement, in an effective and efficient way, of the established objectives of the organization, in a concrete environment.

This process must always be based on the strategy that the organization wishes to follow and on its business model, as well as on the processes that develop it. And it has strong repercussions, both on the Organizational Units of the structure, or on the processes, and on the definition of the responsibilities and tasks of the organization's jobs.

A change of culture is probably one of the most complex and stressful processes that an organization and its leaders can face.

This process is much more complex if it is addressed without a clear vision of the starting situation of the organization in terms of the state of their systems, the behavior of their employees, reward and recognition systems and tools, or their strategic orientation.

We propose a simple but extremely clarifying exercise: First let's evaluate the situation in which the organization is from the cultural point of view.

What awards?

What are the behaviors that prevail in the organization?

What traits characterize people management?

Where do you orient your management systems to?

How is the structure and how are the internal relationships?

From this vision, we can identify the most immediate arrival point. And now... How do we want the organization to be?

Once these two milestones are covered, we can mark the specific plans through which we will travel the path of change over time.

We will have begun to walk our path of cultural change.


They are two powerful management tools that provide a multitude of results and allow the organization to obtain a formal, clear and precise definition of what is done, who does it and how it does it; as well as an ordering of the organizational importance of the positions based on the importance of their contribution to the results of the organization.

Workforce planning is a process that aims to anticipate the quantitative and qualitative requirements of people within an organization based on the needs that this will have in the future.

Workforce planning is not only limited to a numerical determination of the number of people needed to achieve the desired levels of activity, but extends to the profiles that these people should have.

The management of possible surpluses is another important chapter in this type of work.