Opportunities for change

 

Opportunities for changeAn independent Hidden Value Inquiry can 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:

Culture

Under-achieving corporate culture, organisation structure and leadership behaviour limitations Renewed, reinvigorated 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

Plans

Unaligned strategies, plans, budgets and accountabilities Integrated strategic direction and timely measurement with optimised outcomes

Markets

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

Customers

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

Innovation

New innovations, designs and products

Transactions

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

Governance

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 Lean, focused, high-performance functions and support teams

Processes

Blocks, inefficiencies and bottlenecks in complex processes Mapped, planned mainstream processes delivering value savings
Duplication of effort, process rework No rework, large cost savings

Skills

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

Technology

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

Performance

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

External

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

 

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