Meocon Management Consultants Transformational Strategists

Transcription

1 Meocon Management Consultants Transformational Strategists

2 We are a management consulting boutique, with a focus in Strategy Development & Deployment, Business Transformation, Business Process Improvement, Operational Excellence and Change Management mainly in the Life Science & Health Care industries. 2

3 Meocon s Principles Principle and systems over tools Tools often mean very little apart from systems. So, why not start with the environment, the contexts, purpose and systems. From there we develop a tailored and focused approach. This avoids sub-optimal and (very often ruinous) management focus Learning over education Education is what the system does. Learning is what do for them self. By highly engaging in the projects, starting in the initiation phase, as well as in the analysis and especially in the implementation phase, we believe that we can create an environment were all involved are inspired to learn and share learnings. Practice over theory Theory has a place, but if it doesn t work in practice, what is the point? So, practice is where we discover what does and doesn t work. We often use "rapid prototyping" in order to learn as quickly as possible and to ensure early moments of success. Compasses over maps A map tells you where to go, but in a world of constant change, what if the continents shifted and you still found yourself using an old map? Instead, a compass helps to figure out where we are going even when the world around us is shifting. Focused over broad One can attack all kinds of problems at the same time. Or else, we can find out the minimal effective dose necessary which will improve the overall success and so focusing efforts on the high leverage points. By focusing improvement activities on the constraints you will safe a lot of energy and unnecessary effort. Pull over push We pull competencies and resources from our network as needed. We don t hold excessive resources but just seek them out, based on the needs of our clients. 3

4 The Integrated Transformation Model Meocon s system for a successful transformation o Who are the right that can drive and sustain a transformation? o What is the best way of involving and engaging? o What is the training level? o What is concerning people? o Do managers work on the systems and processes or do they think in function and blame people? Purpose People Core Competencies Destination Postcard Strategy o What is our purpose? o What is our vision? o Which are our core competencies? o Which customer problems are we solving? o Who are the key customers? o What benefits are generate for the customers? o Is the current organizational setup able to sustain the core processes? o How does the organization currently look like? o Is the customer and the value added processes in the center of an organizations attention? Value & Service Stream o How do we achieve the vision and the targets? o How are targets broken down into the organization? o How is the company dealing with challenges? Organization Sustainable Transformation o What are our key delivery processes which are adding value for customers? o Which are our key support processes? o How much waste (mura, muda and muri) is in the processes? o How good is the service? Management Systems o How do we measure success? How strong are the controls? o How good is the management control system? o What tools are you using? 4

5 The Integrated Transformation Model Systems are recursive Systems in Systems in Systems Industry Sector Company Business Division Department Individual and its purpose Every system is embedded in a system and itself consists of systems, hence the entire organization, including all the levels of the hierarchy and all the units, management functions, products, customer groups and regions, can be structured with one single model Meocon s Integrated Transformation Model System thinking evaluates interactions within the system and their impact on the effectiveness and the efficiency of organization, processes, etc. Systems thinking allows to evaluate the system from the outside-in Customer First It avoids sub-optimal and (sometimes ruinous) management focus Helps us to differentiate between critical and non-critical parts of a system/process Enables the design of effective closed loop control systems It is the foundation on which effective Value- Stream and Process Management is built 5

6 The Integrated Transformation Model Benefit of Meocon s Integrated Transformation Model Structured purpose-driven approach with a comprehensive integration of management team and key in the transformation process as a key success factor. Rise of acceptance through clear purpose & ambition Risk reduction by integration of key Increase of the success probability Conservationorientated usage of internal resources Rise of chances of realization Understand the purpose and need Anchorage of the vision & the methodology in the management team as well as among key Consideration of greatest possible number of on different hierarchical levels for various functions within the transformation process Integration of the responsible for the implementation Working out of a clear purpose & vision Description of the critical steps (implementation script) Continuous monitoring of the introduction and implementation Working out of a clear purpose & vision Description of the critical steps (implementation script) Continuous monitoring of the introduction and implementation Active involvement/integr ation of the management & key Custom-made education of the Professional coaching of key 6

7 Some of our clients in various transformation and process management programs 7

8 Your contact Meocon GmbH Ruessenstrasse 6 CH-6340 Baar Fabio Oro Owner & Managing Director Direct: +41 (41) Mobile: +41 (79) fabio.oro@meocon.ch 8