Oracle’s Primavera Unifier: Project Lifecycle Management
Many risk-management activities at the enterprise level are influenced by various types of pressure. Some are external, such as compliance or regulatory changes, for example. Sometimes, unfortunate events in one’s own company or in the industry prompt internal soul searching regarding whether existing risk-management approaches are adequate. In more and more cases, however, CEOs and business leaders take a more proactive stance, as their goal is to further develop risk-management capabilities (proactively based on their strategic and economic priorities and growing aspiration levels) into a true competitive advantage—ultimately improving business decisions and increasing the value of the company in a risk-conscious way.
Our consultants’ help clients design organizations to reduce costs, drive growth, and strengthen both short-term performance and long-term organizational health. We work with many of the world’s largest corporations and public services to tackle their most important organizational challenges. We help deliver rapid corporate turnarounds; unlock major efficiency gains through restructuring; create substantial new value from mergers; and build enduring competitive advantage through superior talent and leadership.
Three things define our approach: First, we bring analytical rigor to the science of organization, using facts and benchmarks to scope the opportunity and measure results. Second, every effort to strengthen organizations is integrated with business imperatives: executing strategy, improving operations, meeting customer needs. Third, we focus not just on short-term results, but on building organizational health—the capabilities and qualities that underpin sustained performance.
Strategic Capital Planning and Management
Public-sector organizations around the world face important questions about how to fulfill their core mission, respond to political and environmental changes, and deliver services to citizens despite reduced budgets. To answer these questions, organizations must undertake rigorous strategic planning—a process that can be difficult, especially in the context of a diverse stakeholder environment with numerous and often divergent interests and priorities. Working in collaboration with senior leaders, we help public-sector organizations set a vision for strategic outcomes, build a robust fact base, rigorously assess options under uncertainty, design an actionable plan, and evaluate progress from design through execution to ensure that strategies have lasting impact.
Operational improvements can help organizations create sustainable and substantial improvements in productivity. We bring proven techniques for eliminating waste, variability, and inflexibility in operations—such as lean and Six Sigma—to our work with government departments and agencies. Although many of these techniques were pioneered in the manufacturing industry, they have found ready application in public-sector agencies—from those with processes that resemble manufacturing (such as defense-related logistics units) to others where such techniques might seem less obviously relevant.
Implementation and Integration
We work with each client to prioritize key processes based on the value at stake. For each priority process we develop a view of the current state based on operational data, using detailed process maps and analysis to help identify major gaps. We then work together with a cross-functional client team to define a series of principles that will guide the solution generation phase, and create a vision of the future state of each process from the ground up, along with the roadmap to achieve long term results.
Once we have defined, yet realistic targets with our clients, we work together to craft the most effective path to deliver the value. We follow a "board room to shop-floor" engagement model. We work with teams across all levels of the organization to ensure that our client companies capture the identified benefits and build the internal capabilities to keep on improving performance long after our engagement ends. Our performance improvement work is at the heart of what we do, and is part of a continuum of tools for successful results.
Managing strategy and stakeholders includes ensuring continuous alignment of the project with the business strategy and value objectives, detailed analysis of stakeholder positions, vendor management, and proactive risk identification and mitigation.
We help clients improve performance by designing portfolios—supported by resource reallocation, integrated strategies, and planning processes—that position them for success.