Implementing lasting, positive and integrated change to business functions—including changes through mergers and acquisitions—can be key to gaining a competitive advantage.
Yet, a large number of transformational projects fail. Often, companies don’t get sufficient or genuine buy-in for change from their leadership; they can’t articulate the benefits of change to their stakeholders; they don’t put enough focus on change management—including capturing deal value; or they don’t realize that business transformation isn’t a piecemeal project— that it needs to touch every aspect of your organization.
By developing a clear understanding of your business needs—the motivating force behind the transformation—we work across process, people and technology to make change a reality for the long term.
Most organizations recognize the potential value of process transformation initiatives-substantial benefits in operating efficiency, effectiveness and even competitive advantage. But many struggle with critical aspects of business process change and business process reengineering, including:
- Defining and aligning process transformation roles and responsibilities across functions.
- Integrating disparate systems in a manner that maximizes automation and efficiency.
- Developing processes that deliver consistent performance but also support exception handling.
- Defining metrics that can efficiently measure performance before, during and after transformation including quantitative and qualitative process metrics.
- Conducting root cause analyses and redesigning and optimizing critical business processes.
- Developing IT strategy to support business process change and managing the change.
Ensuring Business Continuity
Some experts estimate that, of the 11 million manufacturing employees now working in the U.S., approximately 25 percent (or 2.7 million) are 55 years of age or older. Replacing people is a big problem because they are the most experienced and most skilled people and the knowledge base is about to leave with them when they retire.
In many industries, a good deal of the knowledge and solutions are not written down — they are in the workers’ heads. “Tribal knowledge” or “Institutional Memory” is more important than most corporations will admit and also a driving force behind innovation.
Every business needs to assess written knowledge versus Institutional Memory. At the same time they need to identify the “tribal knowledge subject matter experts” in the company. The objective is to download their brains and get the knowledge documented before they walk out the door. This critical knowledge is often a big part of the company’s competitive advantage and is also the basis of the training for their replacements.
Implementing the Enterprise Project/Program Management Office
The role and scope of the Enterprise Project, Program or Portfolio Office (P3O or PMO) varies considerably from organisation to organisation. Our expertise ensures your PMO delivers the maximum value for your organisation, driven by a fit-for-purpose design with appropriately skilled resource.
Setting up a valued PMO is critical to successful project selection, planning, monitoring and benefits realisation. In established settings we measure and improve their PMO functionality based on best practices. As each PMO is different, we provide a flexible range of consulting services to suit your exact needs.
Typical PMO setup services include:
- Assist in the initial development and setup of a practical, fit-for-purpose EPMO
- Provide maturity assessment and EPMO development guidance for existing EPMOs
- Provide an independent appraisal of EPMO resource requirements, Job Descriptions and benchmark salary data
- Provide an independent appraisal of project governance
Our experience shows that the most successful project management has at its core practicality and scalability. We provide the resources to scale and adapt the appropriate Project Management framework to your enterprise’s way of business operation.
1. Continuity Insights,. ‘Workplace Continuity: How To Replace Tribal Knowledge’. N.p., 2015. Web. 13 Apr. 2015.