Opportunities for change

Opportunities for changeInquiries reveal many opportunities for value recovery, creation and business growth, turning hidden issues and situations into positive outcomes and benefits.

Selected examples of root causes for change and corresponding opportunities include:


Under-achieving culture, organisation structure or behavioural limitations Renewed, reinvigorated, cohesive and optimised way forward
Lack of challenge to ‘the way we have always done things around here’ Adoption of new ways of thinking and doing


Unaligned strategies, plans, budgets and accountabilities Integrated strategic direction, timely measurement, optimised outcomes and accountable management behaviours


Unrecognised or unexploited markets and channels with fragmented delivery New markets with integrated value chain


Ineffective customer service, quality and delivery issues Renewed customer focus and higher sales


Blocked creativity and innovation New innovations, designs and products


Lack of preparation for, and participation in, major transitions or transactions (e.g. restructuring, sale or purchase of businesses, M&A synergies, systems integration, major projects) Prioritised, root cause driven, business transformation delivery


Disconnected end-to-end business processes Refreshed governance practices and simplified processes with effective key controls
Complex, siloed functions and teams, low morale affecting productivity Leaner, focused, high-performance functions and support teams


Blocks, inefficiencies and bottlenecks in complex processes Mapped, planned mainstream processes delivering value savings
Duplication of effort, process rework Mitigated rework, large cost savings


Lack of skills in key transformation methodologies including programme, project, risk and quality management Supported, trained staff supported by HVP Transformation Resourcing services
Out of control projects, interdependencies and risks not recognised and managed Competently managed programmes and projects
Unaligned skills to job roles, absence of talent management Interim talent management resourcing to align skills to roles


Technologies incompatible with business needs, unintegrated systems, and poor data quality for decision-making Technology roadmap, fit for purpose applications, robust data for decision making and support


Unrealistic forecasting of capabilities and results Root cause analysis, revenue and cost driver workouts, value mapped to capacity plans and targeted results
Misleading product costings, obsolete stock, over-valued inventories Costings systems overhaul resulting in minimal variances to costings and usage patterns
Unrealised need for urgent crisis intervention Recovery, turnaround, restructure

Working capital

Unmanaged working capital, cash holdings and credit lines Optimised working capital planning, exceeded bank covenant requirements


Hostile third parties e.g. suppliers, financiers and shareholders Active stakeholder engagement, negotiations and smoothing.


Back to Top