BUSINESS STRATEGY
We believe that creating a business strategy is a key element, even in today’s highly dynamic markets. At the same time, its methodology and the frequency of review must be adapted to meet the challenges of the 2020s. The strategy creation process always begins with a situation assessment; we examine the currency of other strategies affecting the business strategy for the given area; we use our own method to analyse the given area’s financial, IT, infrastructural and HR aspects. We use trend, benchmark, SWOT, etc. analyses to evaluate the hidden potential within the area, then, using market best practices and state-of-the-art examples, we present a challenging but achievable vision for the future.
Throughout the process, we pay special attention to the active involvement of stakeholders in the strategic area, as well as the company’s unique organisational and cultural aspects. In our experience, ready-made methodologies are at best a good basis, the ability to customize sets apart the average from the outstanding.
Once we have implemented our vision for the future and achieved support for it from within the organisation, in order to achieve our goals, we undertake the management of strategic programmes and projects, as well as their professional support, thus ensuring the coherence of creative planning, operational implementation and review. Strategies are increasingly living, ever-changing products; we also support their regular review, as well as the continuous change-management of priority projects.
DIGITAL ORGANISATIONAL TRANSFORMATION
The aim of digital business transformation programmes is to make the operation of the organisation more efficient and IT functions more flexible. Since no two companies are the same, the transformation of each company is also unique and we deal in these unique characteristics. A successful digital transition is a combination of experimental learning about the reshaping of a given situation, the joint re-tuning of the strategy and increasing the flexibility of the organisation, at the heart of which lies our commitment to give value to our clients.
BPR - PROCESS OPTIMISATION
In our experience, the potential for improving internal operations of both domestic and international companies is huge, even post-2020. Whilst the operations of leading international manufacturing companies are largely roboticized and continuously managed by lean, 6sigma, etc. methods, in the service sector, even in large corporate environments, often we do not even see uniform documentation processes or up-to-date process regulations. In some cases, there are guidelines, but everyday practice merely resembles these. Workflow systems are poorly parameterised, or not at all, thus frustrating the participants in the workflow, as well as their internal or external partners, customers and buyers, who are anticipating the output of the process.
Through our BPR projects, we see that the process optimisation of a company’s functional sub-area improves employee motivation in the given field, as well as process turnaround time and the amount of resources needed to operate the given processes, thus significant cost reductions can be achieved whilst increasing employee satisfaction. By reducing time-to-market or SLA commitment times, we can increase market gain and client satisfaction and make employee acquisition and retention easier, which is also an important aspect considering the changes in the labour market in recent years.
Our team offers a customised methodology based on the unique aspects of the given sector, functional area and company culture, taking into account the best solutions on the market. This includes documentational and regulatory, possibly workflow or process, roboticization solutions.
OUTSOURCING, INSOURCING
A glimpse at the roughly 120 business service centres in Hungary makes it apparent that the outsourcing of certain corporate functions to external service providers is still an international practice. In fact, the centres are performing increasingly high value-added functions.
Outsourcing a given area of activity to an external partner is always a complex, time-consuming and costly task, however it can result in considerable savings in the long run, if it allows our company to focus on its core activities. The transition for the company from its usual operation to the new model requires careful planning and implementation. In our experience, in most cases it is not even clear what the given function costs the company when operated internally. Even determining this can be greatly helped with the input of an external consultant, who could for instance provide answers, by developing a market benchmark and assessing and documenting processes, as to what kind of results can be achieved through internal efficiency measures and process optimisation. By cost estimating the outsourcing project, including concrete offers from external service providers, we can compare internal and external measures and we are able to make an informed decision. Should it then become apparent that outsourcing is indeed the best solution, we can help minimise stress to the company through thorough planning and accurate implementation.
Naturally, a change in the corporate structure or portfolio may necessitate the restoration of outsourced functions to internal operations, which is a similarly complex task that requires complex preparation and implementation. Here too, a professional consultant can be of great help.