• Business Dilemma:
  Unit designation update based on world tax authorities benchmark and internal analysis of the unit’s capabilities and effectiveness. In accordance with the unit’s designation, update of operating concept, core activity and organizational structure.

• Process:First, TASC performed current mapping of the unit’s activity, through interviews and analysis of customer internal materials. Subsequently, an international benchmark was conducted to examine the manner of audit and enforcement of tax compliance with leading tax authorities. In England and the United States, an examination of effectiveness was performed by comparing internal analyzes to results and indices abroad. In accordance with the conclusions, an operating concept was formulated along with activity types tailored to the new unit objectives. Following the unit’s redefined designation, an organizational structure was defined
• Project Outcome & Impact:According to the new operating model that was formed for the small businesses unit, a new organizational structure was designed to better suit the small businesses segment needs along with the unit’s current capabilities and resources. The organizational structure was adapted to the unit’s updated main work process and in an attempt to pursue effectiveness in the operating model.The structural change included a whole new division to 6 districts, re-definition of current roles alongside the addition of several new positions.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  In order to improve its cost management and continue its progress towards OpEx, the bank asked TASC for assistance in formulating its OpEx transformation strategy
• Process:TASC approached the dilemma starting with an assessment of the bank’s current OpEx maturity level, identifying processes with improvement potential, mapping monitoring routines, Interviews and focus groups were conducted to understand the current culture of operational excellence.Following the overall analysis, TASC suggested OpEx model and potential moves.
• Project Outcome & Impact:The bank has uncovered its most valuable potential areas for improvement related to OPEX and is now equipped with a solid thinking frame / model that will enable the  first steps of the transformation’s implementation

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  Adapting the organizational structure to the core activities and functions derived from ILA’s mission and strategy
• Process:
  TASC conducted organizational diagnosis and mapped gaps in the organizational structure, distinguishing between professional headquarters, supportive headquarters and geographic units.Following this, TASC formulated recommendations for a desirable organizational structure, including strata of roles and composition of forums and work teams at ILA headquarters.The consultation was completed with a manpower standardization for the new structure.
• Project Outcome & Impact:TASC work has streamlined processes – reducing time and costs, along with creating professional narrow management. As part of adapting the organizational structure to the work processes and consolidating similar processes, roles that were no longer needed were removed and new necessary roles were added. Moreover, administrative and operational independence of the districts was increased.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  The Bank contacted TASC to improve the effectiveness of the mortgage lending process
• Process:TASC approached the business dilemma by analyzing funnels from both client and bank perspectives, identifying focal points for Improvement. Accordingly, steps to improve were formulated and prioritized, in light of impact assessment and applicability.Finally, the moves were classified for improvement over time ranges and a detailed characterization portfolio was formulated for each move, including assessment of resources needed to applicate each move
• Project Outcome & Impact:Improve performance in both process and performance KPI’s, along with a cohesive infrastructure for increasing customer numbers throughout the funnel stages

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Process:
  TASC has helped the ministry’s management team define a methodology for its annual planning process. On the basis of this new methodology, TASC helped build and implement support mechanisms for the process; crafted a communication strategy; and supported units’ managers in developing operational tasks and performance measurements (KPIs) for their annual work plan. All of these were done while focusing on measurable KPIs; reinforcing specific cultural changes; and strengthening employee engagement to the process via behavioral incentives.
• Strategic Solution & Impact:
  Since the transformation, the annual planning process has become part of the ministry’s yearly cycle. TASC’s solutions helped increase managerial and employee engagement in the annual planning process; enrich the strategic planning capacity of the ministry’s units; and spur collaboration between units.TASC has continued to support the ministry in its planning and monitoring processes for three years. Moreover, TASC has become a trusted advisor to many government ministries and agencies in helping transform their organizational mindset.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  Due to a gradual increase in its workloads that caused bottlenecks in its daily operations, the inspection agency experienced a decrease in its efficiency and effectiveness. The agency approached TASC to review and redesign its organizational structure, systems and work processes to adapt to the changes.

• Process:
  TASC conducted an organizational analysis using combined diagnostic methods (qualitative and quantitative), which led to recommendations for changes regarding the whole organizational system ‒ organizational design, work processes, managerial practices, work routines and workforce reskilling.TASC also helped the agency translate the recommendations into an actionable work plan that included operational tasks, KPIs and timelines. TASC closely supported management during the plan’s implementation by establishing a change administration committee, information gathering and ongoing monitoring of the plan’s execution.

• Strategic solution & impact:
  The organizational change was implemented, leading to a 50% increase in the agency’s work capacity while focusing its operations on areas of greater impact.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  An expansion of the organization’s scope of activity was halted by inefficient work processes and obsolete computing systems. As a result, the organization’s quality of service had declined and was reflected in breach of service SLAs and low ratings in customer-satisfaction surveys.

• Process:
  TASC conducted an assessment that highlighted organizational challenges and areas in need of improvement and streamlining. The resulting analysis uncovered problems with the organization’s operating model and an expensive cost structure.TASC helped the organization design a new operating model based on outsourcing major activities and characterized the workforce requirements in the resulting model.
• Strategic Solution & Impact:
  The organization management team adopted the suggested changes in its structure and operating model, which led to outsourcing major parts of its operation. The change led to a 75% reduction in the call center’s workforce, a decrease in response time and an increase in customer satisfaction.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  As part of a combined team involving TASC’s strategic and organizational practices, a detailed strategic plan was formed for a leading player in the energy industry aimed at retaining the company’s competitive position. The strategic plan included significant maneuvers for the short, intermediate and long-term as part of an operational work plan, and TASC’s advisors were heavily involved in its implementation

• Process:
  TASC’s organizational team supported the company’s senior management and leadership teams in building a collective commitment and in aligning themselves with the new strategy. The strategic plan included operational tasks and measurable KPIs to promote streamlining and enable the organization to meet its budgetary objectives.TASC led the plan’s execution by helping leadership teams form an appropriate methodology; mapping possible results and their impact; identifying opponents and proponents; setting facilitating mechanisms; and monitoring implementation progress.

• Strategic Solution & Impact:
  The organization is on track to meet its stated milestones to achieve its strategic end goal – reaching desired EBITDA while reducing financial debt, decreasing operational costs and streamlining the workforce.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  As a part of a comprehensive strategic plan developed by TASC’s strategic practice, it was clear that the company’s cargo transportation activity was not fulfilling its potential. Moreover, our plan emphasized that in order to optimize cargo transportation the business needed to be separated from the train company and reorganized as a separate subsidiary. The company’s management asked TASC to design the operating model and organizational structure for the subsidiary while taking into consideration the complexities regarding operational costs, pricing policy and existing work contracts.

• Process:
  TASC carried out an in-depth analysis of existing work processes in order to form an accurate assessment regarding the operational model. An international benchmark was conducted in order to understand the operational and organizational design of similar companies worldwide.These laid the foundation for the subsidiary’s organizational structure, operational functions and job descriptions.In addition, TASC set up “checks and balances” mechanisms between the train company and its subsidiary that included routine synchronization measures and procedures for exceptional cases.

• Strategic Solution & Impact:
  The subsidiary now competes autonomously in a highly competitive market while successfully coping with the challenges of its field.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  Based on TASC’s analysis and recommendation, a major bank decided to complete an acquisition and merger with another bank. TASC was asked to design the overall merger and post-merger integration process and provide ongoing support and oversight during the implementation process.

• Process:
  TASC planed the overall merger process including pre-merger preparations and post-merger integration. As a part of the plan, TASC helped the organization establish major milestones and define key success factors for the change; analyze organizational implications of major merger-related decisions; build capabilities; shape work place culture; and design the new entity’s operating model and organizational structure.

• Strategic Solution & Impact:
  The merger was successfully completed based on the comprehensive and detailed implementation plan created by TASC.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  After TASC’s Consumer Goods practice helped the company develop its long-term strategic plan, the company requested guidance to ensure the plan’s successful implementation.

• Process:
  Implementation task forces were formed around each strategy initiative and in the course of their work detailed operational tasks, including KPIs and deadlines, were crafted. TASC supported the team’s work, helped with the gathering of data, monitored the plan’s implementation progress, and helped remove barriers to success.

• Strategic Solution & Impact:
  The strategic plan was implemented successfully while re branding the company, establishing managerial practices and changing and streamlining the company’s procurement processes. In addition, TASC advised the company in the acquisition of three companies (including pre-merger preparations and post-merger integration) in accordance with the strategic plan.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  The new network needed to position itself as an integral administrative authority for a large number of hospitals that were accustomed to high levels of autonomy. TASC had to characterize the network’s organizational design, business processes and areas of focus so the new organization would be simple and agile with consistent processes and clear roles.

• Process:
  TASC conducted an international benchmark and found similar networks around the world in order to learn from their operating models and also conducted in-depth research of the Israeli hospital system. These laid the foundation for an organizational design and operating model for the new network.After the network’s establishment, TASC provided support on complex issues such as transitioning the information systems department under the network’s management and shifting to a consolidated information network.

• Strategic Solution & Impact:
  The network, which is comprised of 24 hospitals around the country, is functioning under a unified operating model, including centralized

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com

• Business Dilemma:
  Although the Israeli organization was acquired by a global one almost a decade ago, the IS/IT department was far from fully utilize the solutions and services which the parent company can provide, and wasn’t ready to face the continuous challenges in the IT field.

• Process:
  TASC conducted a research and analysis in order to identify the department main challenges, and mapped best practices among IS/IT departments of the global parent company. Based on its diagnosis, TASC defined the department’s new operating model in order to meet with the changes in IS/IT departments’ roles worldwide. This included recommendation for a new organizational structure for the department, Strategic Workforce Planning and redesign of main work processes.
• Strategic Solution & Impact:
  The company management fully adopted TASC’s recommendations and it’s in implementation process of the new organizational principles for the department as a business partner.

For more information: Ilan Bronstein, PHD Ilan.Bronstein@tasc-consulting.com