Your expectations

Companies face many issues in having people, departments or entities cooperating on the same project.

Which of the below situations have you never faced?

Launch urgent corrective action on a project that drifts.
Get our women and men commitment, our teams involvement on a project that jeopardizes habits and silos in the Company.
Have European and Asian (or US, or Australian etc…) teams aiming to collective success instead of a status-quo and protection of their influence areas.
Introduce a new supplier, and raise their competence and output, in accordance with our expectations and standards.
Implement an ERP or MRP software (SAP, Oracle…) and optimize the processes to draw the best from the tool.
Quickly adapt the offer to market evolutions.

Get assistance to manage a project (PMA)

Junior project managers often meet difficulties to deal with the different or antagonist stakes of the project stakeholders. Scheduling is not everything! Project Management is at first the art to put in motion women and men to release very concrete hurdles:

Co-engineering between the leading company and its sub-contractors, during design phase.
Compensation of companies cultures differences, carried by size (Industry leader vs SME), core industry (for instance high series vs custom engineering) or simply geographic origin.
Synchronization and sequencing of industrial ramp-up.
Industrial property and confidentiality management.

Industrialize a product

Products, and even services are now often the result of components and sub-systems assembly, from multiple vendors. Impacts on the process are multiple and require a dedicated management. Industrialization and stakeholders management become a task, as complex as design engineering.

The design is not suitable for manufacturing.
Sub-contractors have not been enough involved in the design relative to their supply, component of sub-assembly.
The supply-chain is not ready, the procurement lead times not under control.
Quality inspection and assurance means are not in place

Take profit of cultural differences instead of bearing them

Despite sanitary crises, companies’ agility in a cross-cultural context remains key for their success. Cross-fertilizing, talent catching and getting the best from it demands mastering project mode between culturally diverse entities and people.

How to capitalize on previous projects and hurdles?
How to have all stakeholders collaborating and avoid « silo effect » and « tunnel effect », even 10 000 km away?
How to combine operating ways and know-how of other branches or other companies than ours?
How to compile best practices and create a bespoke project process, 100% focused on our company’s needs?

Create a new offer

A new product or service creation is bound with difficulties. This is true whether the offer is 100% new or simply incremental from existing one.

Our clients often meet:

Difficulties to validate market data, or input from their own customer(s), to formalize and shape them into Project inputs.
Obstacles to kick-off necessary resources.
Bias and incidents in internal and external project communication.
A big gap between mock-ups / prototypes and industrialization and production capabilities.
A delay in achievement of final production pace.

Import Project-driven agility into General Management

Pyramidal and matrix organizations reach their limits. Heavy, non-learning, difficult to reshape, many companies are seeking to convert them into clusters of small ad-hoc structures, in network, directly inspired from project approach.

Daily negative effects of extremely framed functions and flowcharts are perceivable in most big sized structures:

These issues are amplified after a merger-acquisition, a strategic reorientation, or a business-model change. Agility, rigor and result-orientation inherited of project approach prove to be necessary to the company bounce-up.