The performance of a business - in theory - should be an objective measure. In reality, it is anything but. What high performance looks like in one business could be very different in another.
Even within the same business, different departments and stakeholders will likely have a different perception of performance.
Similarly, business transformation can be driven by many different overlapping priorities, from operations and strategy to innovation and marketing, each with its own definition of what a successful business transformation should look like.
That’s why, when we’re working with clients on performance and business transformation, we always begin by defining a single, quantitative definition of the objective; a ‘North Star’ that guides every solution and every action and against which progress can be measured.
The first challenge is to set the baseline based on the data we capture from within your organization, so every department and function is aligned on the current state.
Second is to assess the capabilities and level of ‘maturity’ of the organization, particularly middle management, which will inform how fast and how far you can go.
The third stage of our approach is capacity, which focuses on connecting the strategic objective with the operational objective. It breaks down the vision into specific operational actions that need to be taken to achieve that vision, for every department in the business.
There is a tendency for organizations to expect technology alone to deliver the changes they need. This strategy rarely works. Our approach - stage four - is first to deliver transformation at the process level, the department level and at the people level, before we utilize our digital expertise to see how technology and automation can add further value to the transformation.
At every stage, we work side-by-side with your people to engage them in the project, explain the purpose of changes and guide them through the transformation and implementation process. If it's working well, perfect. If it's not working well, we recalibrate, we adjust, and we continue the work until we achieve the performance and business transformation to take your organization to the next level.
Lean Digital practices are emerging as a crucial aspect for business aiming to thrive in a complex global environment
The success of an airline or other fleet operator such as the military, requires having as many planes as possible in full operation. A plane grounded for repair is a plane that’s not bringing in money – and a plane that’s taking up space in a hangar or repair facility. For these reasons, airlines and other fleet operators are turning a critical eye on their maintenance and repair operations, looking for ways to cut costs while getting planes back in the air faster and more safely.
S&OP is gaining attention among organizations eager to implement powerful tactical management processes to help them succeed while navigating a rapidly changing business landscape. Short for Sales and Operations Planning, S&OP is an integrated business management process that aligns all facets of an organization to their key market goals, synchronizing them and allowing the organization to react with agility to changes in the market. Through S&OP, the executive/leadership team achieves continuous focus and alignment among all functions of the organization, increasing flexibility and responsiveness.
The benefits of Lean Management have been well established when it comes to eliminating waste, streamlining operations, and lowering costs to result in greater efficiency. However, it’s a more recent development to look at the ways in which Lean Principles and practices help enterprises become more environmentally sound. Leaders are under increasing pressure to “go green” from regulatory bodies and from consumers motivated to choose products perceived as less environmentally harmful.
Lean management principles were pioneered in the private sector – but they hold equally transformative promise for governments. In the face of ever-changing budgets, ministry structures and constituent needs, public sector entities of all types can capture the benefits of Lean thinking to improve customer service, save time, reduce waste and minimize backlogs.
Holding companies are frequently characterized by their complex global operations. Take Berkshire Hathaway, for example, a holding company with positions in multiple, disparate industries—stretching from utilities to railroads and insurance—and operations around worldwide.
Empower your business for the digital age with our expert guidance
Our vision is to be the highest quality and most reliable partner for our clients on their lean journey to become the most efficient and effective competitors in their industries.
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