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Operating model

Sustainable competitiveness: let your teams make the difference!

Stephanie Nadjarian,  Partner

At a time when competitiveness has become the leitmotif of companies, they are finding that the nth cost reduction plan or even the lean management projects are not always successful and that the results obtained do not always meet expectations. A survey of American industrialists shows that 74% of companies that have implemented a lean approach believe they have not made real progress.  In each case, the analysis shows that what was lacking was management buy-in.
So it is about sustainability. It's about empowering teams to make a difference and create the right reflexes to generate sustainable competitiveness.  

The assignments we have carried out in France and internationally for various sectors have convinced us that several ingredients are needed to sustain the expected level of performance over time:

  • A good command of the technical fundamentals of the various functions of the company: rrelying on robust processes for all support functions, mastering good practices in terms of innovation (idea generation, development process, etc.), being able to implement appropriate supplier relationship management in line with the company's challenges, dealing with the weak links in the supply chain (service rate, stock levels, etc.), developing an industrial strategy or implementing a lean manufacturing approach, or even activating the right levers to increase the rate of processing for sales.  Our consultants combine a solid business expertise, acquired on a project and/or operational basis, in all major business functions: innovation, purchasing, supply chain, industrial, commercial and support functions, and a strong capacity for action.​

  • Deliver value to the client beyond cost reduction and cost control by addressing other areas of performance:Bring more value to the customer, beyond cost reductions and cost control, by acting on other performance fields  :

    • Working on process efficiency by looking at simplifying processes, particularly with lean management approaches, and improving governance (authorities, mode of performance and process management, etc.);

    • Developing value by systematically questioning perceptions and impacts for the various stakeholders;

    • Rethink positioning and models in a medium- and long-term perspective of the company to express a positive and aspirational vision for the teams.

  • Invest in people and key behaviors to develop  :

    • Improve management practices and devote time to developing managers by making them the first actors of change and developing attributes of the sustainable competitiveness manager.

    • AIrouse interest and pride in the teams around the themes of competitiveness, operational excellence and continuous progress.

    • Develop team agility;

    • Rely on participative methods of intervention to promote local ownership and achieve rapid results.

 

Based on their beliefs, we have helped our clients (all industries combined) achieve significant and lasting performance improvements, whether in the context of a sudden revenue decline or strong growth.

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