Which levers to decarbonise the global economy by 2030?
Earth’s average air temperature has increased by about 1.1 °C since 1900, with over 50% of the increase occurring in…
More information
In an increasingly competitive world, French companies face productivity and performance challenges on their short and medium-term roadmaps. Similarly, public sector authorities that need to deal with cost-cutting targets are also developing performance projects.
Operational performance projects impact all areas of the value chain: load and capacity balancing, flow optimization, investment productivity, purchasing optimization, time to market, etc.
The success of this type of project is twofold
Firstly, it ensures the lasting achievement of results – an area in which organizations under pressure frequently show diminishing performance over time. So the issue is to link he implementation of operational performance projects with the development of a culture of continuous improvement.
Secondly, it mobilizes stakeholders around the project. This aspect can be delicate, since operational teams can feel threatened and be reluctant to mobilize behind the project. In the solution diagnosis and production phase, only the staff involved really knows about the operational function of a process or organization. Hence, without their involvement, recommendations will be of doubtful value. The success of projects executed with the sole participation of managers may theoretically be possible, but the practical outcome is very different: in the implementation phase, it is obviously essential to mobilize operational staff. Here again, this may be difficult to achieve if they do not feel they have played a substantial part in the precursor phases.
The Operation practice developed by Eurogroup Consulting assists private and public organizations with their transformation projects, from the diagnosis phase to the implementation. At Eurogroup, the practice operates on both ‘manufacturing’ functions (logistics, production, R&D, quality, purchasing, etc.) and ‘support’ functions (accounting, HR, IT, etc.). We focus our expectations on stakeholder mobilization(especially the operational staff), and on the lasting achievement of quantifiable results.
