Transformation oversightDeciding, choosing, delivering
We start from what must change for the business to perform better and respond faster, and only then choose the means. Never the reverse. A transformation is not, in the first instance, an IT project. It may involve your people, your organisation, your sites, your technology or your digital systems.
For chief executives who need to change their organisation, locations, technology or model.
Costed scenarios covering gain, cost, risk and duration, including that of changing nothing.
Measurement of the starting point, comparison with comparable businesses that perform better, scenarios and a roadmap.
If you wish, overseen against measured results.
What a transformation covers
People
Skills, management, roles, the way decisions are taken.
Organisational
Structure, responsibilities, decision-making channels, support functions.
Geographical
Locations, consolidation or opening of sites, new markets, relocation of activities.
Technological
Equipment, processes, automation of production or logistics.
Digital
Information systems, data, artificial intelligence.
Most transformations combine several of these. We address them together, because a reorganisation without the right tools, or a new tool without reorganisation, loses most of its value.
How we conduct a transformation
- Listening and measuring. We meet the people in key roles and quantify the starting point: margin, lead times, costs, quality of service.
- Comparing. We set your position against that of comparable businesses that perform better, in your sector or in related activities.
- Building the scenarios. Each scenario is costed: expected gain, cost, risks, duration. The “change nothing” scenario is always costed as well.
- Deciding. You choose the scenario and your suppliers, knowing the options.
- Overseeing, if you wish. A target gain and a target cost are agreed before any supplier is consulted, and no workstream moves to the next stage without a measured result.
Why set objectives before acting
We quantify the target gain and cost before choosing anything, because a transformation begins to lose value before it is even launched. According to a 2021 McKinsey survey of 1,034 executives, nearly a quarter of the value lost is lost when objectives are set, and successful transformations capture on average only 67% of their financial potential.
Our role, and that of others
Exelvys frames and quantifies
We define the need, cost the options and help you decide. If you wish, we then oversee implementation and the result.
We assume no particular means
Depending on the case, the answer may be a reorganisation, developing skills, a relocation, an industrial investment or a tool. We bring in specialist expertise where necessary.
The choice remains yours
We help you compare, negotiate and decide, but the decision is yours.
Frequently asked questions
What does overseeing a transformation involve?
Holding, over time, to the two commitments set at the outset, the gain and the cost; making the necessary trade-offs when a gap appears; and reporting to the chief executive in economic terms. We offer it if you ask for it, once the decision has been taken.
Do we need to change our tools in order to transform?
No. Many transformations are first a matter of people or organisation. A tool is chosen only if it serves the chosen scenario and returns more than it costs.
Can we engage you for the scenarios alone, without implementation?
Yes. The engagement then ends at the decision, with costed scenarios and a roadmap. Oversight is offered afterwards, only if you ask for it.
Preparing a transformation and wish to oversee it against results?
We reply in writing within 48 working hours.
