Transformation that reaches the shop floor and stays there.
End-to-end transformation programs and operational due diligence, from diagnosis to field implementation, with value capture. And the leadership, management routines and behaviors that sustain the change day to day.
When the direction is clear and execution is not.
A strategy that does not reach execution
A roadmap from a strategy firm or a corporate guideline that units and subsidiaries cannot put into practice.
Leaders without support for the change
Executives and middle managers asked to transform the operation while running it, with no time, method or routine for it.
An acquisition with unknown risk
An operation to buy or integrate, with liabilities and gaps that nobody has measured yet.
From diagnosis to value captured
A program is only finished when the value shows in the result and the organization sustains it without us.
Diagnosis
strengths, weaknesses and the value at stake
Target operating model
how the operation must work, decide and measure
Field implementation
on site and remotely, with the teams that run the operation
Value capture
results tracked through the bottom line, and sustained
Three ways we support a transformation.
Executive programs
Advisory on financial and operational challenges, with executive support and leadership coaching by our most experienced consultants and partners. Tailored at C-level and extendable to key middle managers. Ideally one fiscal year, alternating on-site visits and remote follow-up.
Operational due diligence
A deeper version of the diagnostic, focused on the essentials of a due diligence: reduce the risk of unknown liabilities and make the acquisition safer.
Culture and change management
Leader and team development, management routines and behaviors that sustain transformation day to day.
Long programs, measured results
+51%Gross margin
+35%Production
+21%EBITDA
Results from selected projects; gains vary depending on context, maturity and scope. View all case studies
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Read articleIs your transformation reaching the shop floor?
Start with a diagnostic: the value at stake, the operating model it calls for and how to get there.