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Common Problems

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Innovation Lacks Shared Vision

95% of the employees of a company are unfamiliar with its strategy. This Lack of awareness contributes to a deficiency in empowering people and limits innovation within the organization.

There is a constant back and forth between the different management levels. The process is time-consuming, and the suggestions that come forth are not aligned with the global strategy.

Top to bottom Strategy Process limits innovation when no bottom-up strategy flow management is in place. Bottom-up strategy flow increases the volume of viable strategies and innovations.

When employees don’t buy into the vision or are not aware of it, they lose the motivation to work. They continue to perform at low levels because they don’t know why they are doing what they are doing.

More Innovation Failures Than Ever

Innovation is crucial for business sustainability, yet the risk of failure is high.

  • 70% failure rate for innovation and intrapreneurship efforts
  • 90% failure rate for startups
  • 95% failure rate for new consumer products
  • 72% of executives state that their level of innovation is inferior to their competitors

Most companies struggle to address previous internal and external causes of innovation failures and miss out the chances of having successful innovations.

Constant Innovation Is Necessary

Strategies undergo frequent changes due to the fact of an increase in those related to innovation, making it difficult for companies to strategize effectively.

Companies investing in strategy and innovation management, rather than integrating digital enablers without a dedicated innovation funnel, are outperforming their peers.

Actors with solutions to continuously disrupt their own model before others do are outperforming an increasing number of companies. 

Introducing widespread changes is a major hurdle to growth and success. Most companies are seeking to achieve growth and competitiveness by integrating technological enablers, yet the outperforming actors invest more in building a framework to deliver solutions from strategy to implementation at scale. 50% of them are now involved in studying and developing new organizational models such as organisational frameworks.

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Information Deluge

The volume of information affecting businesses is growing faster than the businesses’ capacity to process that information.

The Lack of a structured and efficient information flow process is preventing companies from addressing new opportunities and tackling threats, which contribute to more innovation failures. Addressing these opportunities and threats, before others do, is challenging without an efficient innovation process.

The Vision Gulf Impedes Growth
  • 61% of companies acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation
  • only 6% of executives rate their companies’ approaches to strategy development as very effective
    • from these 6 %, 97% of these respondents view their companies’ processes for developing a corporate strategy as consistent
  • 67% of well-formulated strategies fail due to poor execution
  • The number of management layers makes it even harder to take the vision down to the operational level. 40% of the strategy’s potential value is lost under breakdowns to execution

Describing and sharing the vision and strategies have a huge impact on the whole organization, however, the majority of senior executives have no consistent way to formulate and spread vision and strategies.

Management Practices For Operational Excellence

Companies need solutions to manage versatility and adapt to frequent changes. Continuously incorporating the appropriate management practices, enterprise-wide, and building teams equipped with a suitable information system is a time-consuming and error-prone process. This is concerning especially enterprises lacking experience of working with agile or those that only work with agile for their IT and technology teams, and not enterprise-wide. 

The majority of companies struggle to keep the pace of integrating management practices, due to undersized project management offices and the use of different inhomogeneous practices leading to deficiencies in cohesion, the collaboration between the teams, and issues in global alignment.

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Innovation Lacks a Shared Vision

95% of the employees of a company are unfamiliar with its strategy. This Lack of awareness contributes to a deficiency in empowering people and limits innovation within the organization.

There is a constant back and forth between the different management levels. The process is time-consuming, and the suggestions that come forth are not aligned with the global strategy.

Top to bottom Strategy Process limits innovation when no bottom-up strategy flow management is in place. Bottom-up strategy flow increases the volume of viable strategies and innovations.  

When employees don’t buy into the vision or are not aware of it, they lose the motivation to work. They continue to perform at low levels because they don’t know why they are doing what they are doing.

More Innovation Failures than Ever

Innovation is crucial for business sustainability, yet the risk of failure is high.

  • 70% failure rate for innovation and intrapreneurship efforts
  • 90% failure rate for startups
  • 95% failure rate for new consumer products
  • 72% of executives state that their level of innovation is inferior to their competitors

Most companies struggle to address previous internal and external causes of innovation failures and miss out the chances of having successful innovations.

Constant Innovation Is Necessary

Strategies undergo frequent changes due to the fact of an increase in those related to innovation, making it difficult for companies to strategize effectively.

Companies investing in strategy and innovation management, rather than integrating digital enablers without a dedicated innovation funnel, are outperforming their peers.

Actors with solutions to continuously disrupt their own model before others do are outperforming an increasing number of companies. 

Introducing widespread changes is a major hurdle to growth and success. Most companies are seeking to achieve growth and competitiveness by integrating technological enablers, yet the outperforming actors invest more in building a framework to deliver solutions from strategy to implementation at scale. 50% of them are now involved in studying and developing new organizational models such as organisational frameworks.

Blank
Information Deluge

The volume of information affecting businesses is growing faster than the businesses’ capacity to process that information.

The Lack of a structured and efficient information flow process is preventing companies from addressing new opportunities and tackling threats, which contribute to more innovation failures. Addressing these opportunities and threats, before others do, is challenging without an efficient innovation process.

The Vision Gulf Impedes Growth
  • 61% of companies acknowledge that their firms often struggle to bridge the gap between strategy formulation and its day-to-day implementation
  • only 6% of executives rate their companies’ approaches to strategy development as very effective
    • from these 6 %, 97% of these respondents view their companies’ processes for developing a corporate strategy as consistent
  • 67% of well-formulated strategies fail due to poor execution
  • The number of management layers makes it even harder to take the vision down to the operational level. 40% of the strategy’s potential value is lost under breakdowns to execution

 

Describing and sharing the vision and strategies have a huge impact on the whole organization, however, the majority of senior executives have no consistent way to formulate and spread vision and strategies.

Management Practices For Operational Excellence

Companies need solutions to manage versatility and adapt to frequent changes. Continuously incorporating the appropriate management practices, enterprise-wide, and building teams equipped with a suitable information system is a time-consuming and error-prone process. This is concerning especially enterprises lacking experience of working with agile or those that only work with agile for their IT and technology teams, and not enterprise-wide. 

The majority of companies struggle to keep the pace of integrating management practices, due to undersized project management offices and the use of different inhomogeneous practices leading to deficiencies in cohesion, the collaboration between the teams, and issues in global alignment.

%

The employees of a company are unfamiliar with its strategy

%

Failure rate for new consumer products

%

Managers and executives admit their firms find it difficult to align strategy formulation and day-to-day implementation

%

Companies lack a fully-fledged strategic control system for monitoring implementation

Your Challenges

Building a Steady Stream for Innovation & Strategy

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Building a Steady Stream For Innovation & Strategy

44% of managers rank aligning the implementation of the strategy to the company’s culture as the toughest challenge.

Companies constantly feel pressured to introduce new innovations because of shorter market demand cycles. Yet, it is crucial for the business to create a train of innovative solutions. However, leveraging this can be a challenge without a reliable way to structure, manage, and share the vision.

Process a Huge Amount of Information

Structuring and processing the flow of information at all levels of management, whether strategic or operational is crucial. Otherwise, the company gets caught up in a vortex of evaluating information that is not so relevant to the business and it’s targeted innovation goals and strategies. 

It’s challenging for the majority of companies to build a simple process for this purpose, simple enough to allow different teams to adopt it easily.

Tooling and Information Systems for Management

Close to 90% of companies lack a fully-fledged strategic control system for monitoring implementation.

Only 20% of managers from 80% of companies that have at least one formal system for managing commitments across silos, believe that these systems work well or most of the time.

70% of organizations that used a formal process to manage strategy out-performed their peers.

56% of the companies don’t have a portfolio management software to support the needs in terms of building a fully-fledged strategic control system.

Project portfolio management (PPM) information systems provide an opportunity for organizations to improve performance through :

  • Centralized data collection
  • Improve visibility into the portfolio of projects
  • Make better decisions based on both of those factors

The challenge is that these information systems are perceived complex by other departments than IT and technology-related departments. There are needs for transitive digital transformation initiatives to succeed in their progressive adoption enterprise-wide.

Integrating Progressive Management Practices

Blank
Monitoring Operational Performances

Certain areas of work are more compatible than others with performance management. For instance, with sales, measuring performance is straightforward for deal size, total revenue… However, assessing performances in other departments is challenging, for both individual and collective performances.

Talent integration is a key lever of performance. Talent is the base fuel of any enterprise. Without measuring individual performance, enterprises cannot determine if they are attracting top talent. Similarly, without collective performance monitoring, companies have no indicators for monitoring their capacity to gather talent for creating synergies.

Gauge Decision-Making Performances

Decision-making performance monitoring is considered a huge challenge. It is faced by companies wanting to introduce effective key performance indicators, enabling them to monitor the continuous delivery of innovative solutions and related risks. It is due to the complexity of designing a decision process for teams, that could fit different levels of the organization and areas of work while remaining simple, effective and relevant.

Doing Less While Delivering More

Businesses introduce several initiatives spanning multiple projects simultaneously.

44% of companies face a challenge at prioritising and funding the appropriate initiatives.

To ensure profit optimisation, it is essential to spot and prioritize initiatives that matter most before execution. It can help calculate the overall risk by comparing with other companies initiatives, and as a result, reveal the reasons for their failure and adjust them to success. Still, it requires adopting management processes such as lean innovation management.

Scaled Agile Adoption

The benefits scaling agile adoption are known to provide the following benefits : 

  • 20 – 50 percent increase in productivity
  • 25 – 75 percent improvement in quality
  • 30 – 75 percent faster time-to-market
  • 10 – 50 percent increase in employee engagement and job satisfaction

Companies need to invest efforts in resources for making several specialised teams work in sync and in a seamless way, using scaled Agile methodologies. In most cases, these efforts fail to provide the related benefits, because of an incomplete implementation due to the lack of assigned resources and enterprise-wide adoption. In fact, the majority of enterprises make use of scaled agile methodologies for IT and technology departments only. Therefore, they miss out the opportunity to involve all the departments for a complete Agile and Lean synchronization leading to the most desired benefits. This is a challenge because other departments are perceiving these methodologies as complex and only concerning technology-related departments.

Managing Politics And Business Transformation

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Dormant Project Strategy Office

Research shows that only one out of seven senior leaders at companies spends more than 15% of their time on project strategy. Yet, only three out of seven respondents believe that this level of time commitment is ideal. 25% of respondents state that senior leaders spend less than 15% of their time on corporate strategy development.

Half of all executive leadership teams don’t discuss their subdivision’s strategy at all, with 85% spending less than one hour per month on this activity.

A majority of executives receive project assignments based on their tenure, along with their vision and decision wisdom. Their responsibilities include strategy formulation and implementation. They have the acumen to spot what’s strategic initiatives. However, they lack the time to create a steady day-to-day implementation flow.

Managing Politics & Business Transformation

Traditional organizations have to deal with internal politics when introducing changes in how they deal with strategies. These internal politics can affect the workplace’s culture and organizational productivity. The main challenge becomes to introduce changes while reducing the causes of the conflict. These conflicts are in most majority of the time related to a lack of clarity in the responsibility assignment and unclear decision process.

Executives worry if their role and influence will diminish after the adoption of the new methods for managing strategy-to-implementation work. However adopting these processes such as decision-making process and delegation, help to have less space dedicated to unproductive personal and socially biased behaviors, and space for more focus and cohesion toward reaching goals.

The Gap between Senior & Middle Management

Senior managers need to buy into the company mission. The middle management operates on an entirely different plane. Bridging the gap between the two levels of management is important to curb impactful unproductivity. 

Senior management wants a complete analysis of the results that could arise from a shift in the strategy management process. They want to see a clear picture before implementing any change in strategy. 

Middle managers lack the power to execute major changes. Hence, they are simply ‘nudging’ the system. They cannot drive big changes and are only excited at the prospect of embracing the new strategy at a micro level, where it benefits them. They want to meet deadlines, and thus are looking to leverage resources or create new processes at their level without aligning with a global strategy.

Bridging this gap between middle and senior management is important for optimizing productivity. This step is important because the on-demand approach for strategic alignment will not show its complete benefits when implemented differently each time a middle manager needs to do so.

Building a Steady Stream for Innovation & Strategy

Blank
Building A Steady Stream For Innovation & Strategy
44% of managers rank aligning the implementation of the strategy to the company’s culture as the toughest challenge.

Companies constantly feel pressured to introduce new innovations because of shorter market demand cycles. Yet, it is crucial for the business to create a train of innovative solutions. However, leveraging this can be a challenge without a reliable way to structure, manage, and share the vision.

Process a Huge Amount of Information

Structuring and processing the flow of information at all levels of management, whether strategic or operational is crucial. Otherwise, the company gets caught up in a vortex of evaluating information that is not so relevant to the business and it’s targeted innovation goals and strategies. 

It’s challenging for the majority of companies to build a simple process for this purpose, simple enough to allow different teams to adopt it easily.

Tooling and Information Systems for Management
Close to 90% of companies lack a fully-fledged strategic control system for monitoring implementation.

Only 20% of managers from 80% of companies that have at least one formal system for managing commitments across silos, believe that these systems work well or most of the time.

70% of organizations that used a formal process to manage strategy out-performed their peers.

56% of the companies don’t have a portfolio management software to support the needs in terms of building a fully-fledged strategic control system.

Project portfolio management (PPM) information systems provide an opportunity for organizations to improve performance through :

  • Centralized data collection
  • Improve visibility into the portfolio of projects
  • Make better decisions based on both of those factors

The challenge is that these information systems are perceived complex by other departments than IT and technology-related departments. There are needs for transitive digital transformation initiatives to succeed in their progressive adoption enterprise-wide.

Integrating Progressive Management Practices

Blank
Monitoring Operational Performances

Certain areas of work are more compatible than others with performance management. For instance, with sales, measuring performance is straightforward for deal size, total revenue… However, assessing performances in other departments is challenging, for both individual and collective performances.

Talent integration is a key lever of performance. Talent is the base fuel of any enterprise. Without measuring individual performance, enterprises cannot determine if they are attracting top talent. Similarly, without collective performance monitoring, companies have no indicators for monitoring their capacity to gather talent for creating synergies.

Gauge Decision-Making Performances

Decision-making performance monitoring is considered a huge challenge. It is faced by companies wanting to introduce effective key performance indicators, enabling them to monitor the continuous delivery of innovative solutions and related risks. It is due to the complexity of designing a decision process for teams, that could fit different levels of the organization and areas of work while remaining simple, effective and relevant.

Doing Less While Delivering More

Businesses introduce several initiatives spanning multiple projects simultaneously.

44% of companies face a challenge at prioritising and funding the appropriate initiatives.

To ensure profit optimisation, it is essential to spot and prioritize initiatives that matter most before execution. It can help calculate the overall risk by comparing with other companies initiatives, and as a result, reveal the reasons for their failure and adjust them to success. Still, it requires adopting management processes such as lean innovation management.

Scaled Agile Adoption

The benefits scaling agile adoption are known to provide the following benefits : 

  • 20 – 50 percent increase in productivity
  • 25 – 75 percent improvement in quality
  • 30 – 75 percent faster time-to-market
  • 10 – 50 percent increase in employee engagement and job satisfaction

Companies need to invest efforts in resources for making several specialised teams work in sync and in a seamless way, using scaled Agile methodologies. In most cases, these efforts fail to provide the related benefits, because of an incomplete implementation due to the lack of assigned resources and enterprise-wide adoption. In fact, the majority of enterprises make use of scaled agile methodologies for IT and technology departments only. Therefore, they miss out the opportunity to involve all the departments for a complete Agile and Lean synchronization leading to the most desired benefits. This is a challenge because other departments are perceiving these methodologies as complex and only concerning technology-related departments.

Managing Politics And Business Transformation

Blank
Dormant Project Strategy Office

Research shows that only one out of seven senior leaders at companies spends more than 15% of their time on project strategy. Yet, only three out of seven respondents believe that this level of time commitment is ideal. 25% of respondents state that senior leaders spend less than 15% of their time on corporate strategy development.

Half of all executive leadership teams don’t discuss their subdivision’s strategy at all, with 85% spending less than one hour per month on this activity.

A majority of executives receive project assignments based on their tenure, along with their vision and decision wisdom. Their responsibilities include strategy formulation and implementation. They have the acumen to spot what’s strategic initiatives. However, they lack the time to create a steady day-to-day implementation flow.

Managing Politics & Business Transformation

Traditional organizations have to deal with internal politics when introducing changes in how they deal with strategies. These internal politics can affect the workplace’s culture and organizational productivity. The main challenge becomes to introduce changes while reducing the causes of the conflict. These conflicts are in most majority of the time related to a lack of clarity in the responsibility assignment and unclear decision process.

Executives worry if their role and influence will diminish after the adoption of the new methods for managing strategy-to-implementation work. However adopting these processes such as decision-making process and delegation, help to have less space dedicated to unproductive personal and socially biased behaviors, and space for more focus and cohesion toward reaching goals.

The Gap between Senior & Middle Management

Senior managers need to buy into the company mission. The middle management operates on an entirely different plane. Bridging the gap between the two levels of management is important to curb impactful unproductivity. 

Senior management wants a complete analysis of the results that could arise from a shift in the strategy management process. They want to see a clear picture before implementing any change in strategy. 

Middle managers lack the power to execute major changes. Hence, they are simply ‘nudging’ the system. They cannot drive big changes and are only excited at the prospect of embracing the new strategy at a micro level, where it benefits them. They want to meet deadlines, and thus are looking to leverage resources or create new processes at their level without aligning with a global strategy.

Bridging this gap between middle and senior management is important for optimizing productivity. This step is important because the on-demand approach for strategic alignment will not show its complete benefits when implemented differently each time a middle manager needs to do so.

Our Solutions

We designed our solutions to gain benefits addressing these problems while taking into account the majority of challenges faced along the journey.

Modelling Enterprise Architecture & Innovation

Modelling can range from a single project organisational architecture to a whole multi-project multi-business units enterprise architecture. It is taking into account how the vision, strategies and initiatives circulate among the overall enterprise while keeping alignment.

We implement segregated information space and solution space with clarity to tackle the increased complexity of business problem-solving. We use a systematic way of structuring the vision, innovation and its inherited solutions.

We help with strategy spotting, formulation and communication for seamless collaboration over different management levels.

Our organisational architecture modelling enables a platform for scaled collaboration around the strategy work. It opens the opportunity for higher management to delegate initiatives with more confidence down to several management levels of the enterprise. As a result, it lowers the strategy work overload on executives, while keeping alignment, with the respect of the enterprise’s authority charts.

Management Practices Integration & Adoption

We are continuously looking, evaluating, testing and integrating management practices to enhance enterprise performances, this includes but not limited to agile methodologies. We have expertise in recommending the right solutions and adjusting its adoption to the desired pace.

From there, we’ve built a framework base, of proven, integrated principles, practices, and competencies for Lean innovation management and Agile.

This base is generic enough to be applied to any company dealing with information load. It allows transforming the information into opportunities or threats for the business, then dealing with it to release competitive solutions. 

Our framework base is designed to best fit many situations, including parameters such as existing processes, company culture, company size, current targeted project and current workload.

Platform For Competitive Predictable Profit & Growth

Leverage lean innovation management by defining processes to benchmark and select the right strategies and initiatives.

Devote 10% of your time to ‘Blue Sky’ initiatives, resulting in long-term ROI of up to 70%. 

On one side, our set of conceptual solutions and tooling implementation enable the measurements of strategic risks and performances related to the information flow. Also, it supports the measurement of operational implementation on the other side. This leads to more predictability while releasing innovative projects.

Report & Monitor

We’ve developed a set of processes and tools allowing to monitor the cycle of innovation delivery around the business vision. 

They are built to support a wide range of monitoring capabilities covering innovation cycle, decision context risks and performances, operational performances and solutions’ effectiveness.

We can replicate our tooling implementation in the majority of management information systems that companies already use. 

We’re able to extract individual and collective performances. As an example, the profiling includes skills and performance on exploring and finding the right information, suggesting aligned actions and solutions, deciding on the right options, implementing resilient solutions.

Modelling Enterprise Architecture & Innovation

Modelling can range from a single project organisational architecture to a whole multi-project multi-business units enterprise architecture. It is taking into account how the vision, strategies and initiatives circulate among the overall enterprise while keeping alignment.

We implement segregated information space and solution space with clarity to tackle the increased complexity of business problem-solving. We use a systematic way of structuring the vision, innovation and its inherited solutions.

We help with strategy spotting, formulation and communication for seamless collaboration over different management levels.

Our organisational architecture modelling enables a platform for scaled collaboration around the strategy work. It opens the opportunity for higher management to delegate initiatives with more confidence down to several management levels of the enterprise. As a result, it lowers the strategy work overload on executives, while keeping alignment, with the respect of the enterprise’s authority charts.

Management Practices Integration & Adoption

We are continuously looking, evaluating, testing and integrating management practices to enhance enterprise performances, this includes but not limited to agile methodologies. We have expertise in recommending the right solutions and adjusting its adoption to the desired pace.

From there, we’ve built a framework base, of proven, integrated principles, practices, and competencies for Lean innovation management and Agile.

This base is generic enough to be applied to any company dealing with information load. It allows transforming the information into opportunities or threats for the business, then dealing with it to release competitive solutions. 

Our framework base is designed to best fit many situations, including parameters such as existing processes, company culture, company size, current targeted project and current workload.

Platform For Competitive Predictable Profit & Growth

Leverage lean innovation management by defining processes to benchmark and select the right strategies and initiatives.

Devote 10% of your time to ‘Blue Sky’ initiatives, resulting in long-term ROI of up to 70%. 

On one side, our set of conceptual solutions and tooling implementation enable the measurements of strategic risks and performances related to the information flow. Also, it supports the measurement of operational implementation on the other side. This leads to more predictability while releasing innovative projects.

Report & Monitor

We’ve developed a set of processes and tools allowing to monitor the cycle of innovation delivery around the business vision. 

They are built to support a wide range of monitoring capabilities covering innovation cycle, decision context risks and performances, operational performances and solutions’ effectiveness.

We can replicate our tooling implementation in the majority of management information systems that companies already use. 

We’re able to extract individual and collective performances. As an example, the profiling includes skills and performance on exploring and finding the right information, suggesting aligned actions and solutions, deciding on the right options, implementing resilient solutions.

Modelling Enterprise Architecture & Innovation

Modelling can range from a single project organisational architecture to a whole multi-project multi-business units enterprise architecture. It is taking into account how the vision, strategies and initiatives circulate among the overall enterprise while keeping alignment.

We implement segregated information space and solution space with clarity to tackle the increased complexity of business problem-solving. We use a systematic way of structuring the vision, innovation and its inherited solutions.

We help with strategy spotting, formulation and communication for seamless collaboration over different management levels.

Our organisational architecture modelling enables a platform for scaled collaboration around the strategy work. It opens the opportunity for higher management to delegate initiatives with more confidence down to several management levels of the enterprise. As a result, it lowers the strategy work overload on executives, while keeping alignment, with the respect of the enterprise’s authority charts.

Management Practices Integration & Adoption

We are continuously looking, evaluating, testing and integrating management practices to enhance enterprise performances, this includes but not limited to agile methodologies. We have expertise in recommending the right solutions and adjusting its adoption to the desired pace.

From there, we’ve built a framework base, of proven, integrated principles, practices, and competencies for Lean innovation management and Agile.

This base is generic enough to be applied to any company dealing with information load. It allows transforming the information into opportunities or threats for the business, then dealing with it to release competitive solutions. 

Our framework base is designed to best fit many situations, including parameters such as existing processes, company culture, company size, current targeted project and current workload.

Platform For Competitive Predictable Profit & Growth

Leverage lean innovation management by defining processes to benchmark and select the right strategies and initiatives.

Devote 10% of your time to ‘Blue Sky’ initiatives, resulting in long-term ROI of up to 70%. 

On one side, our set of conceptual solutions and tooling implementation enable the measurements of strategic risks and performances related to the information flow. Also, it supports the measurement of operational implementation on the other side. This leads to more predictability while releasing innovative projects.

Report & Monitor

We’ve developed a set of processes and tools allowing to monitor the cycle of innovation delivery around the business vision. 

They are built to support a wide range of monitoring capabilities covering innovation cycle, decision context risks and performances, operational performances and solutions’ effectiveness.

We can replicate our tooling implementation in the majority of management information systems that companies already use. 

We’re able to extract individual and collective performances. As an example, the profiling includes skills and performance on exploring and finding the right information, suggesting aligned actions and solutions, deciding on the right options, implementing resilient solutions.

Your Journey

"

Identify Faced Challenges

We discuss with you the different impediments your company is facing while addressing common challenges. We help you align the vision with its implementation to build a predictable flow of market deployed innovative solutions.

"

Expose Fittable Solutions

From the set of solutions we’ve developed, we suggest the ones that will best help you transform and align strategies and innovation with their day to day operations.

"

Collaborate to Create a Plan for Solution Integration & Implementation

We work with you to plan the integration and adoption of the solutions we proposed. We provide the support you may require to explain the change adoption plan to all key stakeholders.

"

Pilot Implementation Case

We start by implementing the solution on a small-scale, selecting a pilot project. Our experts assist managers and executives in achieving results quicker while measuring performance effectively and maintaining quality.

Our team ensure that the pilot comes up with a case study showing the benefits as concrete and measurable facts.

"

Transpose the Approach

Once the pilot case delivers positive results, we integrate the approach to other projects, business units, and departments. We help enterprises Adopt the solution globally to boost acceleration at all levels of the enterprise.


"

Profit From Leveraging Innovative Growth Levers At A Higher Pace

The initiatives we accomplish together contribute to faster integrate future strategies and innovative solutions globally, bolstering the enterprise organisational capabilities and ensuring competitive growth.

Discuss the challenges your organisation faces today

&

let us support you in the Agile adoption at all management levels

Contact us

+33 4 11 65 40 34 
From Monday to Friday – from 9 AM to 6 PM, Paris Time

199, Rue Helene Boucher, 34170, Castelnau-Le-Lez, France