Which department creates the value of a company?

31 January 2014

Is it top management, who formulates and deploys strategy? The programme managers who convert strategic goals into product investment and development projects? The project teams that ensure their success? Or is it the core business teams, guarantors of expertise and the life force of the company?

Reply: it is the symbiosis of all these entities along with an adapted and tightly managed project-oriented organisation.

A project-oriented culture provides a methodological framework in which to address a large number of issues faced by enterprise and their leaders. How can you bring strategic and organisational issues into line? How can you expand your offer, while refocusing on value-creating activities? How can you create synergy? How can you reduce development times, improve product quality and reduce costs? How can you drive change?

The daily activities generated by core businesses are also often relative to project themes: managing investment or technological portfolios, ensuring the convergence of different core businesses during development and production, improving the efficiency of collaboration with clients and suppliers, deploying new skills.

More generally, all interconnected activities used to meet a need, with a deadline, a budget and limited resources, fall within the scope of a project. Project issues are reflected at all levels of your company. Project management is therefore a discipline the YOU must learn to control!

Where do you start? There are many prerequisites and their importance varies according to your organisation type (core business, activity sector, size, product or service diversity). Certain elements are nonetheless required for success:

  • The project must be based on a complete preparation file, robust and consistent with the strategy and with clearly defined goals;
  • An influential and involved sponsor must be present, who establishes a vision for the project;
  • It must be included within a programme or portfolio and coordinated by an Office Project Management;
  • Project managers must use a rigorous methodology and have solid project management experience;
  • An understanding of the risks and actively project monitoring; discrepancies must be declared and acted on as soon as possible;
  • The organisation and the corporate culture must lend itself to project/core business alignment;
  • The interfaces between core businesses must be defined and actively supervised.

International standards can of course be used to assess the maturity of your organisation (CMMI, IPMA Organisational Competence Baseline, etc.) and that of your partners (Project Management Institute, IPMA Competence Baseline, etc.). But deploying an organisation, solutions and pertinent methodologies, accessing experienced profiles and prioritising these initiatives is not so easy.

Based on these observations, why not turn to a company specialised in strategic performance and operational efficiency?

How can you prioritise the improvement initiatives of your company? Two different companies will have prior needs due to their special characteristics and their own history. A number of scenarios are possible.

For a company that wishes to improve its operational performance, a general audit of functions identifies areas for improvement. The use of analysis methodologies (processes, value chain, etc), benchmarking and the transfer of best practices between activity sectors are recommended. The maturity reference points cited above may be relevant.

For a company facing operational difficulties, it is important not to give into the temptation to treat the symptoms. The methodologies used for resolving problems are highly appropriate within this framework: analysis of root causes, analogies, brainstorming, systemic analysis. Bear in mind that the causes are generally not unique and interact. Maturity reference points are too far from the company reality to be applied.

For a company planning major changes to its operating methods (restructuring, development of new activities, innovation, production ramp-up), precautionary preparation is indispensable. Which entities are going to be impacted? Which entities are capable of change? How can you facilitate acceptance of change? How can you ensure the transition?

You must take the time to answer these questions, with an audit of all the entities. All stakeholders must be involved. Do not hesitate to learn from other companies that have previously undergone major changes.

Along with the methodologies mentioned here, a key factor in success is the experience of the people driving these initiatives.

These themes make up the Op2 core business. Our commitment: to provide you with the tools and methods required to transform a complex mechanism into a user-friendly, transparent, controlled and efficient system! To address the real needs of our clients, in the right order, and not simply treat the symptoms. Irrespective of the maturity of your organisation, your activity sector, or the size of your company!

The Op2 offer is a customised offer that can cover: client support for needs diagnosis, the identification of solutions, their deployment and allocation of resources. We are convinced that our global approach, involving management and operational teams, project teams and business teams, while working WITH employees, is the key to creating value for our clients. This is how we go about achieving tangible and measurable results.

Op2, a simple consultancy firm? No! Op2, a fieldwork company? Yes!

Our efficiency is based on the varied backgrounds of our consultants from different activity sectors, with experience in large international products. Everything is focused on continued improvement. A system of capitalisation of assignments is in place, which means we can be increasingly efficient and train our partners. If desired, consultants can be sent to work in an operational assistance capacity with client teams to round off their field experience, before returning once again to support and transformation assignments.

Last but not least, our varied clientele is a powerful source of inspiration and encourages the transfer of experience and best practices.



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