IMC has developed an organizational sizing model based on the RRS (Real Right Sizing) method. It is a structured approach aimed at determining the real need for resources and the best qualitative-quantitative placement of people within corporate structures, with particular attention to the effectiveness and efficiency of processes.
The approach enables staff needs forecasting, the identification of inefficiencies, and organizational simulations to assess the impact of volume or process changes on resource requirements. This method is particularly applicable to organizations with commercial networks.
The method involves detailed mapping of business processes, the recording of activities carried out, and the measurement of volumes and times (drivers) required for each activity.
The “best practice” production units within the organization are identified, i.e. those that achieve the highest levels of productivity and quality, in order to determine the sustainable benchmark output and set realistic and achievable standards.
The equilibrium point between “produced time” and “worked time” is identified through a dynamic benchmark of operational structures. This makes it possible to understand whether resources are oversized or undersized relative to actual operational needs.
The method allows simulations and scenario analyses to assess the impact of organizational changes, new activity volumes, or process modifications, providing objective support for future sizing decisions.
The RRS approach includes the use of real-time dashboards to continuously monitor productivity, process performance, and individual unit performance, following the Activity Based Management logic.
