CRO Operations track record

CRO Operations track record track record CRO Operations track record track record

More then 20 years of process & restructuring experienceMore then 20 years of process & restructuring experience 75% of my turn-over is generated by more-work75% of my turn-over is generated by more-work 95% of my projects have been finalised successfully95% of my projects have been finalised successfully Performed for several multinational companies (LindeGas, Performed for several multinational companies (LindeGas,

HeinekenHeineken, , BancTec)BancTec)

Experience in profit and non-profit Experience in profit and non-profit Successful projects in the following areas:Successful projects in the following areas:

Sales and Marketing Production and Research Logistics and Procurement Engineering and Maintenance ICT and systems Finance & Administration HR & Training

CRO Operations Track recordTrack record CRO Operations Track recordTrack record

Customer listCustomer listCustomer listCustomer list

Process restructuring & merging Process restructuring & merging TBI (merging units)TBI (merging units)Mondriaan Groep (restructuring & merging activities)Mondriaan Groep (restructuring & merging activities)BancTec (restructuring department)BancTec (restructuring department)Ematech (restructuring activities)Ematech (restructuring activities)PcM (merging activities)PcM (merging activities)

Process -& quality assuranceProcess -& quality assuranceHeineken, Master Foods, De Ster (different units & departments)Heineken, Master Foods, De Ster (different units & departments)PcM, City Amsterdam, Waternet, E-on, Connexxion PcM, City Amsterdam, Waternet, E-on, Connexxion LindeGas, Nedtrain, Selmers (production,engineering, procurement) LindeGas, Nedtrain, Selmers (production,engineering, procurement)

CRO-Operations way of working way of working CRO-Operations way of working way of working

Focus on :Focus on : Primary processes and management systemsPrimary processes and management systems Process owners and Knowledge workersProcess owners and Knowledge workers Training and coaching of managementTraining and coaching of management Implementation of new way of workingImplementation of new way of working Measurable resultsMeasurable results Installation by and within the organisationInstallation by and within the organisation

Improvement modelImprovement model Improvement modelImprovement model

Potential !Potential !Potential !Potential !

External barriersExternal barriers

Internal barriersInternal barriers

Act

ual

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50% to 70 % ?

• Complexity of the:Complexity of the:• OrganisationOrganisation• ProcessesProcesses• Systems and proceduresSystems and procedures• Knowledge flexibilityKnowledge flexibility

• Human factors, i.e.:Human factors, i.e.:• Culture of the organisationCulture of the organisation• Roles and responsibilitiesRoles and responsibilities• Attitude and perceptionsAttitude and perceptions• Management experienceManagement experience• . . .. . .

• Product or service related themesProduct or service related themes

• Rules & regulationsRules & regulations• Markets & competitionMarkets & competition• Ageing Ageing

• TurnaroundTurnaround• PrepackPrepack• … …

Potential improvements and resultsPotential improvements and resultsPotential improvements and resultsPotential improvements and results

Usual improvementsin the business plan( 3 to 5% per year)

PotentialPotentialimprovementsimprovements

15 tot 30%15 tot 30%

Years

An effective organisationeffective organisation means... means...

An effective organisationeffective organisation means... means...

CompetitivenesCompetitivenesss

QualityQuality CostsCosts

an optimal balance between …an optimal balance between …

• StrategyStrategy• Market/product alignmentMarket/product alignment• Time to marketTime to market• Customer serviceCustomer service• Respons timeRespons time . . . . . .

• Product or serviceProduct or service• Industrial processesIndustrial processes• Business processesBusiness processes• Culture of the firmCulture of the firm• . . .. . .

• Product developmentProduct development• ProcurementProcurement• LogisticsLogistics• Staff departmentsStaff departments• . . .. . .

Improvements require efforts...Improvements require efforts...Improvements require efforts...Improvements require efforts...

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Paradox: Each organization has the tendency Paradox: Each organization has the tendency to stick to the usual way of working and to to stick to the usual way of working and to avoid changeavoid change

How to handle resistance to change?How to handle resistance to change?

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Danger ZoneDanger Zone

ManagementManagement ManagementManagement

ImplementationImplementationand visible and visible

resultsresults

ImplementationImplementationand visible and visible

resultsresults

The organisation

A structured approachA structured approach

AcceptanceAcceptancePractisePractise

OwnershipOwnership

RefinementRefinement

UncertaintyUncertaintyRejectionRejection

... to overcome resistance by involving and aligning ... to overcome resistance by involving and aligning all stakeholders and in particular the process owners all stakeholders and in particular the process owners and knowledge workersand knowledge workers

Ontwikkelfasefase

Implementatiefase

Implementationfase

follow-upfase

AnalyseAnalysis

AuditsDevelopment

faseFollow-up

Project fases en mile stonesProject fases en mile stones Project fases en mile stonesProject fases en mile stones

Approachcommitment

Improvementcommitment

Implementationevaluation

ClosingMeeting

Kick-offMeeting

Mile stonesMile stones

Involving and coaching the organisation Involving and coaching the organisation

Commitment en support of managementCommitment en support of management

Ontwikkelfase

Implementatiefase

follow-upfase

Analyse

Audits

faseImplementation

faseDevelopment

faseFollow-upAnalysis

Approach in 5 stepsApproach in 5 stepsApproach in 5 stepsApproach in 5 steps

12 to18 Months12 to18 Months12 to18 Months12 to18 Months

DevelopmentDevelopmentfasefase


ImplementationImplementationfasefase


Follow upFollow upfasefase

Follow upFollow upfasefaseAnalysisAnalysisAnalysisAnalysis

ProjectProjectProjectProject AuditsAuditsAuditsAudits

2-4 Weeks 2-4 Weeks 6-12 Months6-12 Months

Objective of the analysisObjective of the analysisObjective of the analysisObjective of the analysis

A customer has fundamental questions which need to be A customer has fundamental questions which need to be answered before a structural change is set into motion :answered before a structural change is set into motion : Is there a potential for substantial improvements in the Is there a potential for substantial improvements in the

organization? Where and which potential?organization? Where and which potential? What is preventing us of making these improvements?What is preventing us of making these improvements? Which departments and processes need special attention?Which departments and processes need special attention? How long will this intervention take?How long will this intervention take? What is the cost and ROI on this project?What is the cost and ROI on this project?

Important : a turnaround or pre-pack process will steer the content of the Important : a turnaround or pre-pack process will steer the content of the

analysisanalysis

((Position of the customerPosition of the customer))



Follow-upFollow-upfasefaseAnalysisAnalysis

Project Audits

In order to assess the possibilities of a restructuring project we need to In order to assess the possibilities of a restructuring project we need to look at :look at : the factors which are required for a successful intervention within the the factors which are required for a successful intervention within the

involved departments of the organizationinvolved departments of the organization the existing strategic and improvement plans the existing strategic and improvement plans the need of an external intervention to collect the potential the need of an external intervention to collect the potential

improvementsimprovements the required expertise which is needed to implement the the required expertise which is needed to implement the

structural/process improvementsstructural/process improvements

Objective of the analysisObjective of the analysisObjective of the analysisObjective of the analysis((Position of BemaPosition of Bema))




Project Audits

The analysis processThe analysis process

FINDINGS AND

DETAILED STUDIES PER SELECTED DEPARTMENTDETAILED STUDIES PER SELECTED DEPARTMENT

ANALYSIS OF THE STRATEGIC PLANSANALYSIS OF THE STRATEGIC PLANS

3 4 51 22

WEEK 1

MoMo TuTu WeWe ThTh FrFr

WEEK 2

MoMo TuTu WeWe ThTh FrFr

DEFINE AND DISCUSS THE PROPOSALDEFINE AND DISCUSS THE PROPOSAL

MeetingsMeetings

INTERVIEWS WITH KEY-PEOPLEINTERVIEWS WITH KEY-PEOPLE

PreparationPreparation OpeningOpening FindingsFindings ProposalProposal Final ProposalFinal Proposal




Project Audits

The purpose and content of the analysisThe purpose and content of the analysiscan influence the 2-week time frame!can influence the 2-week time frame!

The AnalysisThe Analysis

• Introduction to the management Introduction to the management • Analysis of the corporate strategyAnalysis of the corporate strategy & existing improvement plans & existing improvement plans • Identification of the improvement Identification of the improvement and saving potentialand saving potential• The make of the project proposal :The make of the project proposal :

• Primary processes/departmentsPrimary processes/departments• TargetsTargets• ResultsResults• Project structure & approach Project structure & approach • Team and master planningTeam and master planning• Decision tree Decision tree • Costs and Return-On-InvestmentCosts and Return-On-Investment

Key issuesKey issues

• Demonstrate that we are able to understandDemonstrate that we are able to understand quickly the internal issues . quickly the internal issues .• Show that we are in the position to Show that we are in the position to operate within the organization . operate within the organization .• Prove the feasibility of the project Prove the feasibility of the project • To develop a tailor-made proposalTo develop a tailor-made proposal• To discuss the proposal with management .To discuss the proposal with management .• To communicate the commitment of the To communicate the commitment of the organization organization







Project Audits

Development faseDevelopment fase

• Communicating the management commitmentCommunicating the management commitment of project approach and objectives of project approach and objectives• Set-up of the project structureSet-up of the project structure• Develop project plans with the process ownersDevelop project plans with the process owners (i.c.w. CRO-finance and/or Trustee(s) (i.c.w. CRO-finance and/or Trustee(s) • Set-up and training of the joint “Task Force”Set-up and training of the joint “Task Force”• Going through the original analysis with all Going through the original analysis with all the stakeholders and key-persons the stakeholders and key-persons• Develop action plans for the implementation ofDevelop action plans for the implementation of the process improvements the process improvements •““Bottom-up” commitment for specific process &Bottom-up” commitment for specific process & structural improvements structural improvements

Key-issuesKey-issues

• Buy-in of Management (& CRO-Finance)Buy-in of Management (& CRO-Finance)• Project approach :Project approach : - Master plan, milestones, result-oriented - Master plan, milestones, result-oriented• Communication and commitment Communication and commitment supported by management supported by management• “ “Joint venture” task force responsible forJoint venture” task force responsible for the deliverables the deliverables• Approval of the organisation for the Approval of the organisation for the implementation faseimplementation fase• Coaching of management Coaching of management during the change process during the change process







Project Audits

Implementation faseImplementation fase

• Implementation of the new way of workingImplementation of the new way of working• Support the (new) key functions with:Support the (new) key functions with:

• Revised /new processesRevised /new processes• Management trainingManagement training

• Solving the implementation obstaclesSolving the implementation obstacles• Demonstrate the feasibility of solutionsDemonstrate the feasibility of solutions• Implement all improvement issuesImplement all improvement issues• Plan - Do - Check - ActPlan - Do - Check - Act• Measuring the improvements and financialMeasuring the improvements and financial resultsresults


• Aiming for a change in attitude/behaviorAiming for a change in attitude/behavior of the key persons in the organization of the key persons in the organization • Individual coaching to make changes Individual coaching to make changes happen happen• Commitment/support of management Commitment/support of management for all scheduled improvements for all scheduled improvements• Create motivation within the organization Create motivation within the organization based on realizing the first resultsbased on realizing the first results







Project Audits

Follow up faseFollow up fase

• Tuning of the implemented solutions Tuning of the implemented solutions • Documenting the new way of workingDocumenting the new way of working• Safeguarding the obtained resultsSafeguarding the obtained results• Transfer of methods and responsibilities Transfer of methods and responsibilities to managementto management• Final adjustments in reporting systemsFinal adjustments in reporting systems• Insert of action plans for continuous Insert of action plans for continuous improvements in management reporting improvements in management reporting• Preparation of audit fasePreparation of audit fase


• Develop a shared sense based on Develop a shared sense based on the joint obtained results the joint obtained results • Based on the management responsibility Based on the management responsibility to maintain the new way of workingto maintain the new way of working• The taskforce is dissolved and all The taskforce is dissolved and all leading functions are transferredleading functions are transferred to the (new) managementto the (new) management• Follow up of the planned results at middle Follow up of the planned results at middle and higher management (& CRO-Finance)and higher management (& CRO-Finance)• Agreement on which improvements will beAgreement on which improvements will be taken care of by the organisationtaken care of by the organisation







Project Audits

AuditsAudits AuditsAudits

• Approach is tuned with managementApproach is tuned with management (& CRO-Finance and/or Trustee) at (& CRO-Finance and/or Trustee) at the end of the follow-up fase the end of the follow-up fase• Planning, frequency and duration arePlanning, frequency and duration are adapted to the need of managementadapted to the need of management (& CRO-Finance and/or Trustee(s) (& CRO-Finance and/or Trustee(s)• Thorough control of the implemented Thorough control of the implemented new way of working new way of working • Development of action plansDevelopment of action plans• Solutions to consolidate and to expandSolutions to consolidate and to expand the obtained resultsthe obtained results


• To confront management with obtainedTo confront management with obtained results after a period of independenceresults after a period of independence• Aimed at obtained resultsAimed at obtained results• Support there were systems are not Support there were systems are not completely assimilated completely assimilated • Determine additional required resultsDetermine additional required results







Project Audits

CRO Operations track record

Documents

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