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You may realize that your business is overwhelmed with challenges, but you are not sure where to start. You know that some organizational processes need fixing, that certain groups don't work well together, and that you face a high risk that strategic initiatives may fail. But where to start, and knowing which issues are most critical, is bogging you down.
We will help you determine the challenges facing your organization and arm you with some useful tools to help you prioritize those challenges, determining which to focus on first and how. When you are ready to begin an organizational change effort you will be prepared, focused and armed with the right skills and game plan.
Why? Many businesses take steps to implement process improvement initiatives using Total Quality Management or Six Sigma, Lean or Business Process Improvement. But many of these do not hold the benefits after the first few years. In extreme cases, organizations cannot continue to deliver the value to their customers. Even organizations that successfully sustain the gains often do not manage the change well or move toward becoming a process-centric organization.
How? If your business is facing ‘sustaining gains’ issues, we can help you develop an aligned strategic plan and create and implement a process management model. We offer workshops where organization leaders do high-level process mapping, create balanced score cards, align objectives and strategies, develop and implement metrics, and identify and manage processes using process owners.
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Opportunity Assessments
Why? Do you have a systems-based tool that allows leaders to identify, prioritize and evaluate opportunities for improvement and change? If not, we will help you develop a management system to do so.
How? We provide various customized workshops to help organization leaders evaluate the scope of opportunity and value to the organization for making a large-scale change. These sessions energize leaders so they can commit resources to make the change and ensure the change can be sustained. The process also helps leaders prioritize initiatives based on current state of the opportunity. One such assessment is the Cost of Poor Quality Assessment.
A Cost of Poor Quality Assessment is a measurement tool to help an organization identify areas of waste and hidden costs associated with delivering its services and products. Our assessment helps identify and prioritize opportunities to use resources rationally. We will help to identify the projects to make the most of the opportunity.
We offer workshops to learn key concepts, how to implement a system to capture the Cost of Poor Quality, and develop easy ways to manage product and service quality by using data gathered from the system.
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Why? Do your internal processes deliver the best level of service possible? Do corporate functions have standard processes in all business units? Are functional areas that run your organization’s transactional processes cost-effective? If not, we can help.
Do you need to control operating costs quickly? Are your support services and enabling processes failing to deliver the service they agreed to provide to your core businesses? Do your managers focus more on day-to-day transactional issues than strategy? If so, we can help.
How? We offer a comprehensive evaluation and implementation system to show how much value you are getting from support functions and enabling processes. We help you assess the value of each functional area, conduct a self-assessment, create a business case and implementation plan, develop ways to learn and manage stakeholders’ needs, and implement the changes from redesigning the processes.
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Why? When employees retire or leave an organization, their knowledge and intellectual capacity often leaves with them. If you are having trouble recruiting new talent and reaching your productivity goals, resources are even more limited. Performance management tasks may be too cumbersome. Employees’ tasks and activities may not match job descriptions and compensation guidelines; work-flow for main processes may be laden with roadblocks; work may differ between similar employees in different departments and employees may be slow to learn when reassigned to a new client.
How? We help you assess the value of key work forces and the impact of knowledge loss, identify internal resources to help address and implement solutions regarding knowledge transfer, and provide you with a real implementation roadmap. We offer a comprehensive evaluation and implementation solution. You will be able to address impending issues associated with aging or departing workforce proactively, not reactively.
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Why? Typically an organization in the first two years following a merger or acquisition tries to show short-term gains. They focus on trying to capture quick wins for Wallstreet analysts and the media. They may offer some strategic alignment on core processes, and a lame attempt at building what should be ten years from now, but do not focus on the processes of support functions. Activities like these draw out the pain of the M&A and usually cannot deliver the promised value. But there are ways to ease that pain and maximize the value.
How? We will help you live up to the potential of the M&A by helping you develop, deploy and manage an approach for all support functions and core processes that leverages synergies between the two companies. We conduct workshops to help you:
- Evaluate specific opportunities/value for reducing costs and enhancing revenues, scope of a cultural merger, opportunities for reproducing best practices, and potential for shared and leveraged services and/or outsourcing
- Develop a deployment plan
- Manage activities that help support functions leverage the best value
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