Description
Still in our days the 90% of corporate strategies fails not for a wrong definition of them but for a lack of ability to focus and / or a superficial planning and evaluation of their operational feasibility.
The Execution approach (“the discipline of getting things done”) wants to respond to this challenge, considering the three key macro-processes of each company, the strategic, the operational and the management of the human resources, in a strictly integrated way, in order to get a breakthrough improvement of the business performance, both in the whole organisation and in the single process.
Main Activies
In particular, the Execution oriented approach develops around some key points:
- focusing on what is really important for the sustainable growth of the company, aware of the finiteness of the resources;
- adoption of a style of leadership and an engaging corporate culture for all employees in a few clear priorities on which it’s important to act simultaneously;
- actions and initiatives that are measured with clear and monitored indicators;
- a widespread responsibility in an environment that enhances the free creativity of those who work there.
It is then supported by the use of the most appropriate tools and methodologies according to the different specific situations faced, such as Scenario Planning, SWOT Analysis, Lean Organization, Value Stream Analysis, Six Sigma, World Class Manufacturing, the Theory Of Constraints (TOC), the Balanced Scorecard, etc…
All this is enabled by emerging digital technologies that provide interconnection and multichannel communication in an integrated way with the traditional physical world. The objective of the Execution Improvement is the development of an agile and resilient company, able to change quickly and innovate, also leveraging skills and resources that are external to the organization (open innovation), and also able to reach and retain the best talent and the target clients through the most appropriate channels by reducing costs (including energy) of operating processes and maximizing the effectiveness of the investments. A company attentive to the social responsibility, intended as an element of competitiveness aimed at sustainable growth.
Sernet is able to assist the company in this transformation through multidisciplinary skills, advisors and temporary managers with long experience, with a non-invasive approach and focused on the priority results.
Main Activies
In particular, the Execution oriented approach develops around some key points:
- focusing on what is really important for the sustainable growth of the company, aware of the finiteness of the resources;
- adoption of a style of leadership and an engaging corporate culture for all employees in a few clear priorities on which it’s important to act simultaneously;
- actions and initiatives that are measured with clear and monitored indicators;
- a widespread responsibility in an environment that enhances the free creativity of those who work there.
It is then supported by the use of the most appropriate tools and methodologies according to the different specific situations faced, such as Scenario Planning, SWOT Analysis, Lean Organization, Value Stream Analysis, Six Sigma, World Class Manufacturing, the Theory Of Constraints (TOC), the Balanced Scorecard, etc…
All this is enabled by emerging digital technologies that provide interconnection and multichannel communication in an integrated way with the traditional physical world. The objective of the Execution Improvement is the development of an agile and resilient company, able to change quickly and innovate, also leveraging skills and resources that are external to the organization (open innovation), and also able to reach and retain the best talent and the target clients through the most appropriate channels by reducing costs (including energy) of operating processes and maximizing the effectiveness of the investments. A company attentive to the social responsibility, intended as an element of competitiveness aimed at sustainable growth.
Sernet is able to assist the company in this transformation through multidisciplinary skills, advisors and temporary managers with long experience, with a non-invasive approach and focused on the priority results.
Know-How
- Business & Organization Modelling
Alignment of the organization of business strategies by ensuring integration between responsibilities and objectives through the use of reward systems and strategic control based on balanced indicators (Balanced Scorecard). Strategic plans and priorities that guarantee coherences in a horizontal direction (between different functions) and vertical direction (between different organizational levels) and different time horizons (short, mid and long term), listening to the ‘voice’ of all stakeholders. Agile organizational structures and processes that foster participation and motivation for innovation at all levels (ambidextrous organizations).
- Supply Chain & Operations Performance Improvement
Reorganization of the Supply Chain oriented to flexibility and resilience, operations flow analysis, definition of industrial KPIs and in order to improve the efficiency and effectiveness of production, logistics and purchasing processes through tools such as Value Stream Analysis, Lean Manufacturing, Six Sigma, Theory Of Constraints, etc.
- Energy Efficiency & Process Cost Saving
Energy diagnostics and redefinition of industrial processes with high energy demand, with efficient and innovative solutions for energy efficiency and cogeneration in order to reduce costs and environmental impact. Monitoring of energy demand in compliance with current regulations for energy-intensive companies.
- Indirect Purchasing Cost Reduction
Reduction of non-core goods and services total cost of ownership, through experienced professional in each product market and rewarded by a success-fee model linked to the savings obtained.
- Innovation Management
Scouting for opportunities and process of Open Innovation, check of the company’s readiness and construction of the training programs to bridge the cultural, organisational and competence gap (hard and soft skills) in order to introduce technological innovation. Technological transfer, patent mapping, brokering, landscaping and scouting by a specialised professional.
- Go To Market Strategy
Redefinition of the value proposition and methods of target market penetration, through multi-channel communication, internationalization, mapping of decision-making stakeholders, specification engineering, market analysis by country and channel, and surveys on the competitive market. Business Servitization.
- Digital Strategy
Definition of the strategy and operational execution improvement for the digital transformation of the company. Market connection strategy: brand and social media strategy, digital advertising mix, client-network model.