The business model to identify value, capture ideas for company growth and then effectively execute actions is continuous. If there are any weak, or missing links, then the true value is not captured. We end up spending money to simply “catch-up”.
This continuous process has one key factor which is hidden; Time. In fact there are two time components. The planning timeline and execution timeline.
Business processes that were stable and delivering value 5 years ago are now outdated. Decisions made two years ago are obsolete. This means the job of the c-suit is in a moment of flux. Having to revisit decisions made a short time ago ensure constant validity.
We can help by delivering a system that takes this dynamic change into consideration.
Piloting : – The key to piloting is making sure we have a top down, bottom up approach that capture the key ideas that can be implemented. It focuses on all functions and departments, ensures they are going in the same direction, and lastly it creates the transparency needed, through definitions and performance objectives, that all levels of management are aligned.
Piloting is animated through facilitated workshops and brainstorming sessions at all management levels and brings them together to show the growth potential available.
Strategic Planning & Alignment: – Productivity enhancement, EBITDA stabilisation and growth all mean making the right investment, at the right time and in the right plant. We can help give you confidence in both the direction and speed of actions implementation.
We help you level the playing field in ensuring that opportunity, as well as mitigation costs, are included in valuation. That we invest in the future and not in getting assets back “to normal”.
Consolidation & Review: – Prioritizing and decision making is challenging today. Legislation, compliance, good ideas and cost reductions. Taken individually each gives a single view of reality. Initially HERA gives a starting point for discussions with all factors being smoothed out. Comparing apples with apples. A project in America can take customers away from plants in Europe. Buying cheaper parts from China can result in a geocentric bottleneck with competitors and suppliers.
The transparency of actions and consequences are helping you to decide which investments continually add value. From a portfolio perspective some actions, when grouped together, can reduce overall value.
Some ideas will need to be assessed again from a strategic standpoint. Others can be evaluated more in depth. As we get more transparency and implement actions, we help you review again the portfolio and update costs, timelines etc. Helping you to ensure these actions are still fit for purpose.
Action Valuation & Execution: – Windows of opportunity, more detailed risk review, cost of funding all can now be assessed in more depth as the decision to “go ahead” has been made. Mitigation actions will also have consequences which need to be evaluated and timelines assessed.
We support you in combining stabilisation efforts with growth actions, evaluating the effects of markets volatility, delays and global events on project success.
Mitigating actions are included in the feedback loop to be reassessed and challenged. Providing you with the mechanism to say “stop”.
Insight: – Combining operations and industrial controlling leverages both risk ownership and action prioritisation. It ensures we spend where the affect is greatest. Identifying solutions to problems and not symptoms.
Its here that we guarantee delivering the value promised by keeping EBITDA gains, through leakage reduction, and growing profits through none repeating spend. Transparency of the value chain, delivered by your controlling department, means we have management of where the most value can be captured and who the action owner is.
The biggest question, and opportunity, is “Which is the right direction?” And, as this direction is changing, due to stakeholder opinion, “I need a system which shows me which decisions need to be revisited”. So, any future focused company will need to have some key attributes to stabilize, grow and survive. These attributes will be:
- Agility – the company needs to identify and understand its core future strengths, not the strengths of the past.
- Innovate – capturing and acting on ideas. Adapting existing company knowledge and using it effectively.
- Opportunity driven – having a strong foundation and framework on which extended risk appetites can be supported. Not embedded in creating risk and compliance protocols.
- Transparency on your vulnerabilities – timing of investments and actions, understanding the future and not the past, decision velocity has hurt many companies and, as a result, funding has been ineffective. The direction of the decision, understanding where we need to be, is vital.