The process of accession of the Republic of Croatia to the European Union will result in a strategic restructuring of a large number of business organizations whether it is a public or real sector. This implies the application of modern tendencies in the organizational structure of companies, especially for bigger ones. All the countries of the European Union whose negotiation process ended in 2004 or 2007 were very intensively faced with the restructuring process because it is a part of the modern business tendencies in the developed markets and advanced liberal democracies. In this paper we will try to present and explain what are the main advantages of restructuring, but also what are the limiting business conditions in the Republic of Croatia in terms of outsourcing. Activities or the separation of non-core activities as a model of restructuring or outsourcing indicate the process of transferring activities that have so far been carried out within the organization to external partners, which will now perform them instead of the parent organization. This very strong business tendency directly influenced the change in the classical boundaries of the organization and became extremely important and one of the fundamental areas of restructuring. What activities will be allocated depends on the strategic commitment of the organization and in this regard it is important to emphasize that when we are talking about the action of strategic implementation of organizational restructuring, it is important to recognize this two levels: 1. strategic restructuring, which redefines the business strategy and 2. operational restructuring, which implements the defined strategy. All the things above mentioned we are going to apply on case of FINA gotovinski servisi and their crisis. That is also main problem of my work so we are going to see how did the management resolve that crisis upclose.