Findings and Challenges
  • While projects are still in the works, the organization must keep focused on business-as-usual and daily operations at the very moment when they must prepare for the change
  • Improving operational performance is very often a key component of strategy execution and a powerful value lever. Whether it aims at increasing revenues, eliminating unnecessary costs, optimizing working capital requirements, or enhancing risk management, it has a direct influence on economic value
We can help you to : 
  • Assess internal processes as well as interactions with the outside world, in order to identify potential inefficiencies and unnecessary delays in response times (e.g. interactions with clients)
  • Simplify processes and tools to reduce operating costs and eliminate productivity threats, especially at organizational boundaries
  • Define performance indicators allowing you to measure, set targets to, and monitor the progress of the effectiveness and the efficiency of the services delivered
  • Optimize resource and people allocation on most rewarding, highest-value-added tasks and manage the transition (on-the-job training, mentoring, multiskilling, …)
  • Assess sourcing model and alternatives in order to reduce ownership costs, while retaining and stiffening control over quality and the value "supply chain"
  • Identify, prevent and mitigate key operational risks


Our experience shows that implementing a well-thought, formalized receivables management process enables to reduce the "Days of Sales Outstanding" indicator by 15 to 30 days in average, thus significantly improving working capital needs.
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