Our stories of business transformation are rarely a straightforward affair. It is holistic, comprehensive, and collaborative. We help our clients outperform competitors and redefine their future. To do this, we go beyond strategies, reports, and recommendations.
Part of our success involves the Focus Process®, our patented process that empowers employees to take ownership of the project implementation. By working alongside Management Action Teams, consultants, client task forces, and the Executive Steering Committee, the Focus Process® stage of our service helps employees understand the issues, develop root cause solutions and achieve measurable and lasting change.
How a business transformation is organised
When we begin assembling the pieces needed to transform the operations of our client, we will set up the following elements:
- Management Action Teams (MATs)
Handles all relevant work stream client management and task force. MATs are responsible for the definition, development, implementation, and sustainability of the changes implemented into the organisation. - Task force
A team (or teams) consisting of full-time client-side employees and Renoir consultants, reporting to a Renoir Project Manager. Supports the MATs in defining, developing, implementing, and monitoring the changes implemented into the organisation. - Steering committee
Accountable for the delivery of the program objectives. The committee reviews progress and takes the necessary executive decisions needed to keep the project on track. - Workforce
The target of the changes is the work force. Changes are implemented with the MATs and task force working hand in hand.
The characteristics of a task force
When we work with clients, we create task forces that are comprised of full-time client-side employees paired with our consultants. This arrangement facilitates the change process and streamlines any necessary groundwork activities such as observations, data analysis, procedure design, training, on-the-job coaching, auditing, and more.
Attributes for a successful taskforce can include (but are not limited to):
Desire to improve and quick to learn
These values are almost always mandatory, as the project work undertaken is highly unlikely to be the same as that the prospective taskforce member does in their normal role. It is also essential that the taskforce member picks up new skills quickly, otherwise you will waste a large amount of time repeatedly teaching them to execute new tasks.
In-depth expertise and extensive knowledge of organisational operations
Task force members who are familiar with the current ways of working can help point our consultants in the right direction. They can help clarify the intricacies and complexities that inherent in the operations.
Clear leadership qualities and is also a team player
It’s particularly helpful if the task force is able to act as leaders with other client staff and assist in gaining acceptance of changes promoted as part of the project. At the same time, task force members must also be team players for the project team to function effectively; this extends to knowing how to help each other out.
Our methods deliver success
Our approach means that every engagement will receive the utmost level of care and investment in talent, resources and leadership attention. We are accountable for real and measurable outcomes. We focus on people engagement across all levels and ensure that change objectives are fully achieved and sustainable.
And it has delivered success to clients across multiple industries. We’ve helped oil & gas companies achieve millions in savings, enabled energy providers to efficiently train thousands of its employees, and empowered steel conglomerates to streamline operations across borders.
With our expertise and knowledge base, we can help you drive better decisions and deliver sustainable results. If you would like to learn more, please feel free to get in touch with us.
