Transformation program support

        Some business organisations operating in the market have an over 100 year long history and others have been operating just for a few years, but what is the most important factor in their assessment is if they are “mature” in terms of business and prepared to challenge the competition. The maturity assessment exercise is crucial for every organisation to learn on which level currently all the processes are, and what the level the company is looking for is.

ADAPTIVE S.A.G. has at its disposal the maturity assessment methodology. Our consultants will guide you with the set of questions to get the answer on which excellence stage in a maturity model your company currently is (i.e.: Reactive, Mainstream, Advanced and Pioneering), and what is your ambition to be. Based on that together with the client we can evaluate the strengths and weaknesses of the organisation, identify the future direction and capabilities, which is the starting point for further development actions.

        Benchmarking is nothing but teaching from the others and the best idea is to obtain knowledge from the best leaders and practitioners in the industry. “Benchmarking is the continues process of comparing Your organisation against others, anywhere in the world, to get insights into measures, performance and practices in a way that can rapidly improve the journey to world-class performance” (APQC).

Our experienced ADAPTIVE S.A.G. consultants can lead you in this complex process by starting with planning, collecting data, performing analysis, then giving the implementation and measurement recommendation. ADAPTIVE S.A.G. through its broad database is able to perform benchmarking of various parameters. We can also recommend and implement the selected solutions, which are in accordance with company’s strategy. Our database of the best practices includes solutions in many areas of organisation’s operation, mainly the operating processes in service organisations as well as supporting processes such as human resources management (HRM), finance and accounting F&A, administration and real estate management.

        Standardisation or harmonisaton? Actually both are needed. Why is that? It is a cycle, starting with the process of assessment of current client situation in certained areas and is followed by: (1) standardisation, (2) harmonisation analysis, (3) harmonisation implementation and sustainability.

Key Success Factors for standardisation and harmonisation (*)

• Senior Management Buy-in and Governance. Process standardisation and harmonisation are explicitly stated as objectives.
• Clear decision rules for standardisation and harmonisation:
  • criteria when process variants should not be standardised;
  • criteria for selecting the best standard. These should be based on process performance and process cost.
• Standardisation and harmonisation efforts need to be organised.

_{(*) source: Albrecht Richen and Ansgar Steinhorst}

Harmonisation, centralisation and optimisation are the stages on the way to maturity and operational perfection of the majority of organisations. ADAPTIVE S.A.G. supports the organisations in their definition of strategy and afterwards accompanies the whole process. We implement plans for the particular activities such as harmonisation, processes redefinition and the entire transformation programs.

        “One accurate measurement is worth more than a thousand expert opinions” - Admiral Grace Hopper

The balanced scorecard (BSC) is a conceptual framework for translating an organisation’s strategic objectives into a set of performance indicators distributed among four perspectives: Financial, Customer, Internal Business Processes, and Learning and Growth. (source: PEA “Guide to a BSC Performance Management Methodology).

ADAPTIVE S.A.G. will guide you how to arrange a set of indicators to measure an organisation’s progress toward achieving its vision and which ones to measure the long-term drivers of success.

Having the BSC - tailored to the business needs - an organisation monitors both its current performance (finance, customer satisfaction, and business process results) and its efforts to improve processes, motivate and educate employees, and enhance information systems - its ability to learn and improve.

        Vision and strategy – both are needed to give the direction on how the business goals in every company should be set up.

ADAPTIVE S.A.G. knows how to enable here the Target Operating Model to put the corporate strategy or vision into practice (business or operation). The proposed model gives the common understanding of the organisation from different perspectives, i.e. daily operations (end to end process, front/back office, outsourcing/SSC combination), expected shape of the organisation to deliver the strategy (organisational structure, roles and responsibilities, skillset, capabilities, performance measurements) and the governance and reporting to run the company in the most efficient and effective way.

The 3 key factors like People, Process and Technologies are critical to make the above successful. Therefore, it is crucial to have the right set of people on board, to have the clear understanding of the business and functional processes to support business objectives, plus identify what technology is needed to deliver the product or service to the client

        “It is not enough to do your best; you must know what to do, and then do your best.” – W. Edwards Deming. Improvement idea is usually triggered by a need caused by something that is not working (defect) and require a change in the process, department or the whole organisation. There might be also a different perspective (proactive), when the possibility of improvement is noticed and the creators of idea are willing to take the chance and move forward with the change. The success rate depends here on people who are engaged, who know what to do, and are empowered to implement the change.

ADAPTIVE S.A.G. has the experience and practical knowledge in the area of continuous process improvements, both in design and implementation phases.

The process improvement roadmap is actually an outcome of the assessment exercise, indicating what can be improved and how, who is involved and accountable, what is the timeframe required by the change and how it suits the business needs.
We will be happy to be a guide for a journey to your continuous improvement world.

         Success of any OCM program execution, to great extent depends on change communication approach.

The main challenge here is that, as long as organisational change timing is measured in months, it may take years or eternity for employees to adjust. Therefore, in business transformation field, usually there is a huge discord between change participants’ behaviour, and change managers’ expectations.

Change management programs work provided that: (1) People know what they are supposed to do and why; (2) People have skills and tools necessary to operate; (3) People take responsibility to work according to the new standards – as they see they can clearly benefit from them.

ADAPTIVE S.A.G. approach corresponds to Kotter’s 8 steps model:

ADAPTIVE S.A.G. MODEL:

        “The art of communication is the language of leadership” - James Humes

"The single biggest problem in the communication is the illusion that is has taken a place" - G.B. Shaw

Communication plays a key role in the constantly changing environment. Therefore, only under condition that people are informed and engaged, they will support and follow a change that is about to happen or is happening in the organisation

There are certain tools that support that need, and make the change successful. To meet the business objectives it is essential that the instruments are correlated with other important processes in the organisation like governance structure, management culture, etc.

ADAPTIVE S.A.G., based on its experience, can recommend the appropriate set of tools that will work in practice on different business levels, e.g.: Visual Management consistent with business agenda on the MT level.

        “Everybody is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid” - Albert Einstein.

It is quite obvious people are company’s greatest asset. Therefore, it is absolutely crucial that their skills and competencies chime with company’s business goals.

ADAPTIVE S.A.G. knows how to identify and assess gaps between the current and the desired team competencies’ structure. Depending on the starting point, we either examine the current matrix, or re-configure, design a new one, therefore turning any competency challenge into opportunity.

        From incentive point of view it is crucial for any wage scale to be based on objectively justified criteria. It is absolutely necessary that organisation guarantees equal remuneration for equal work value and similar level of competencies.

ADAPTIVE S.A.G. offers here objective, analytical job evaluation methodology, that allows creating just, consistent, based on tangible criteria – wage scale (with grading system). Such approach tends to be much more acceptable and incentive to employees than other remuneration systems.

On the other hand, there are financial bonus systems as basic incentive tools, applied both in the short-term and long-term perspective. ADAPTIVE S.A.G. solutions comprise variable remuneration models (individual, team, mixed), based on agreed performance indicators.

We also construct non-financial bonus systems that are increasingly popular tools to attract and retain employees in the organisation. Theyare also one of the most important criteria employees are guided by while choosing an employer, as well as while deciding whether to stay or leave.

        A business transformation program management is the action of carrying out the implementation of the activities to achieve the desired outcomes.

ADAPTIVE S.A.G. offers the project management methodology (standards in the process, governance and reporting structure), supported by the Program Management Office (PMO) that drives the planning and implementation strategy, also in the area of already working operations.

Our resources, experienced in the area of project and program management, can be assigned and dedicated to work also onsite as the consulting delivery, working on setting up processes, monitoring and measuring project results, and coordinating related projects.