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Examples of engagements
For a B2B and B2C services company : Definition of a GDPR compliance roadmap, and an actionable data governance playbook. 

For an MSE operating in high-technology sectors, with an aggressive external growth ambition : A stratgic audit of their IT and a definition of a mid-term plan, icluding a new organizattion, a deep transformation of the IT operating model, and a sourcing strategy aligned with agility and business value creation objectives. 

For a financial and life insurance company : Definition of a 3-year IT plan aligned with mid-term business strategy.

For a major retailer : Re-definition of the CRM strategy and organization. Project business case and implementation plan.

For an international investment fund : A qualitative and quantitative market study relative to the Trade Insurance industry across Europe, with a special focus on France.
For an important bank-insurer who was considering a cross-border acquisition of a life insurance company as part of its external growth strategy : Assistance in the due diligence phase, including an assessment of the target company in terms of organization, processes, technological choices and execution ability, as well as an analysis of strengths and weaknesses, their impact on asset valuation, post-merger integration strategy, and expected synergies.
For an insurance company subject to operational constraints entailing service quality improvement, operating costs cutting, and productivity gains : Redesign of the distribution chain and implementation of a plan to improve commercial performance and generate additional value shared with clients. The plan aimed to get the clients more involved in risk management, thanks to a simple and interactive IT tool, and to reallocate the concerned internal staff to value-added tasks. It also helped improve the quality and the transparency of the services delivered, generate additional revenues for the company and its clients, while reducing the claims' rate thanks to a more refined risk management.
For a governmental institution facing political, economic, financial and organizational challenges : Translation of strategic orientations into an actionable master plan and a portfolio of IT investments aligned with financial and societal objectives.
For a B2B and B2C services company : Assistance to the management board, including the definition and implementation of a targeted offshoring strategy for its help desk platforms, along with their business plans and governance mechanisms. The proposed strategy enabled the company to accelerate innovation in service delivery, free up internal resources to re-allocate them to higher-value tasks, while retaining existing clients and acquiring new ones thanks to a more flexible offer, reduced turnaround time and a competitive pricing.
For a global financial services group : Definition of a back-office consolidation strategy and oversight of its execution, including the implementation of shared services centers empowered to deliver homogeneous, state-of-the-art services. The qualitative leap, as well as the need for specialization in certain areas to achieve it, have been funded thanks to economies of scale yielded by resource sharing and the determination of critical sizes, adapted to each service category.
For a multinational retailer : Proposition of a comprehensive framework for IT governance, including a definition of clear roles and responsibilities for strategic orientation setting, monitoring, controlling, and operational management. The framework also included a pragmatic approach to ensure project portfolio alignment with business priorities, a new approach for operating and capital investments budget preparation, as well stringent guidelines in terms of project appraisal, selection, management, and tracking to best enable early detection and mitigation of potential issues or risks in relation to business plans.
For a telecommunications operator : Post-implementation review of a turnaround project, in order to assess the gaps between the achieved results and the expected strategic objectives, and propose an action plan to bridge those gaps. The plan included three dimensions : organizational and HR, financial, and operational including IT.
For a leading company in the food industry : Facilitation of working groups for a rapid consensus building among senior management teams on key strengths, weaknesses and business needs to integrate in the supply and logistics chains, to support the new strategy and development priorities of the group. Assistance in the preparation of a business case and the selection of an IT solution enabling the group to better meet new business requirements in several areas including commercial, warehousing of perishable goods, management reporting and cost controlling.
For an international bank : Review of IT operating costs and their evolution over time in relation to business needs, and benchmarking them against similar organizations within the same industry. Review of internal recharging practices for IT costs and implementation of new rules better aligned with business requirements, based on transparency, on simple and business-related allocation criteria, as well as on a new governance ensuring a constant alignment with enterprise strategy.
For a public administration : Organization and facilitation of working groups and seminars including business owners and IT management, in order to decide new strategic orientations for IT.
Services
 
Strategy Execution
 
Operations
 
Human Potential
 
Organization
 
Information Technology
 
Partner Relationships
 
Environmental, Social and Governance
 
Performance Management
 
Seminars and Training
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