**6. Conclusions**

The redesign of the organization of the business brings about wider organizational and administrative changes, which are necessary for its proper and effective functioning. The most important changes are: operational structures are becoming horizontal, that is, we are replacing the classic operating segments with project teams that deal with a process from start to finish. Job descriptions become more interesting and less specialized, with no unnecessary duplication of work, with a greater variety of jobs, and with more freedom of initiative. Employees' values and beliefs are changing to support new internal processes. The roles of supervisors are transformed from supervisors to bureaucrats to managers to mentors. Performance indicators and remuneration focus on the successful outcome and achievement of the corporate goals that are set. From the above it becomes clear that the effective operation of any business goes through the process of redesigning or restructuring internal processes. It is our view that the business in question should be evaluated in relation to its internal processes, at regular intervals, by an external partner, in order to ensure objectivity.

In this way, the organization will be properly organized to achieve its goals and to gain comparatively competitive advantages over the market. Finally, it should be noted that the process of redesigning the internal processes of the company concerned is de facto carried out at the design and implementation stage of the ISO 9001 [28] quality management standard, as ensuring standard internal procedures ensure measurable, correct, and orderly operation of the business.
