Organizational diagnosis

Your challenges

You're looking to expand your business, and your current organization isn't enabling you to achieve your goals?
Deploying a new service or product, entering a new market or winning over new customers
may require you to transform your organization.
Are you looking to improve your operational performance, increase efficiency,
reduce your costs, digitize and automate your operations?
Are you looking to adapt your business to the major social and environmental challenges?
Are you wondering what changes you need to make to your business model and operations, and what skills you need to develop?
Are you looking to integrate digital, data and artificial intelligence technologies into your business model?
and artificial intelligence technologies to increase value for your customers?
Are you looking to identify the impact of these changes on your organization?

Our support

Ascent Consulting can advise and support you in your major transformation projects. We are able to intervene in all phases:

Framing the transformation project
Organizational diagnosis
Development of a target operating model
Defining the transformation roadmap
Supporting and steering the implementation of the transformation

Our approach

The aim of an organizational diagnosis is to carry out a 360-degree assessment of how an organization (a company, a department, a service) functions, and, based on a state-of-the-art reference framework for organizations, to point out strengths and identify areas for improvement.

A diagnosis is generally carried out in the context of a forthcoming transformation, and enables us to objectively assess the current state of affairs, highlight where the current organization fits in with the strategic objectives/ambitions of the transformation, and identify the gaps that need to be addressed as part of a transformation project.

Diagnosis is based on 3 levels of analysis:

Strategic

Corporate project, purpose and vision, corporate culture, business model, strategic objectives.

Organization

Operational organization, its efficiency and effectiveness: roles and responsibilities, interfaces with external stakeholders, processes, data, information systems, skills and talent management, employee commitment, modes of governance and decision-making, performance and financial management, KPIs and dashboards, customer satisfaction, etc.

Sociological

Identification of key people, collaborative relationships and relationships of tension between players, which support the smooth running of the organization or can be a source of problems; the major relational balances in place, which can be upset in the event of transformation, and become brakes or obstacles to the success of the project.

The scope, depth of analysis and specific points of focus are defined in advance of the assignment with the customer, in order to maximize the expected value of such an exercise.

The target operating model

Ascent Consulting provides its customers with know-how and expertise in management and organizational transformation, supporting them from the emergence of strategic thinking through to operational implementation.

The notion of an operational model is a vast one, and can be conceived at different levels of the company:

Strategic intent:

Choice of value chain organization (integrated, segmented)

Definition of major management entities and their P&L in line with your equity story and business ambitions:

for international companies covering a wide range of products and services and different market segments, the question arises of organization by business lines / or products; by geography / or customer segment, etc...
for companies in close proximity to their customers, the question arises of regional organization and local sales agencies, and their links with head office, ...

Legal entities and capital structure :

Financial holding company model with operating subsidiaries,
Integrated entity, administrative establishments,
International subsidiaries and capital links
Isolation of regulated activities from the company's other commercial activities, ...

Operational implementation :

Managerial organization, missions and job descriptions
Roles and responsibilities, definition of collaboration interfaces
Governance: consultation and decision-making procedures
Processes and information systems

The transformation plan

The transformation plan is made up of all the actions, initiatives and projects to be carried out in a coherent, coordinated way to make the transition to a target organization and operating model.

The transformation plan is a corporate project

Itis supported and promoted at the highest managerial level, meeting with the support and commitment of the executive, middle management and operational teams. Buy-in cannot be decreed, it has to be earned, by sharing intentions and making objectives transparent, by involving teams throughout the project, by consulting them from the design stage through to decision-making, by making them responsible for implementation, and by providing support to dispel the doubts and fears that are legitimate in this type of project.

The transformation plan is multi-dimensional

Organization: missions, roles and responsibilities of respective entities, managerial organization
Governance: consultation and decision-making procedures, decision-making bodies
Process
Information systems
Data
Skills
It also touches on the logistical, legal, sales, marketing, supply chain and financial dimensions, which are more or less intensively mobilized depending on the desired transformation.

The multi-year transformation plan is divided into 3 phases

Quick wins

In the short term, over a few weeks or months, the first changes must be tangible. The focus here is on actions that are simple and quick to implement, either locally or company-wide, that do not require major investment and have the potential to produce results and value in the short term. The aim is not only to lend credibility to the project, but also to avoid the tunnel effect of lengthy projects that mobilize a lot of energy and take a long time to deliver.

The medium term

This is the manageable horizon, generally between 1 and 3 years, which enables us to deliver more complex change projects, such as the evolution or implementation of information systems, or the development and appropriation of new skills.

The long term

This is the strategic horizon, 3 to 5 years or more, within which the most structuring and ambitious initiatives, such as international development, bringing new products to market, cultural change, etc., are deployed.

Framing and supporting the transformation

Your challenges

Our support

Our approach