MA Consulting International Limited

How do we help our clients?

1 June 2009

MA Consulting International• An International Company

– Offices throughout the UK– A high profile internet promotional campaign

• Established in 1993 under CNA international name; MBO by Welsh team March 2007

• A highly qualified team of experienced experts in providing solutions in all business sectors but particularly in the ‘ Business of People’

• A Consistent Quality controlled Professional Services

Company Values

Put the people needs first in every situation.

Add value to our personal leadership.

Recognise we serve a common goal.

Taylor our services to meet our clients need.

Never take for granted the trust put in us.

Embody excellence in everything we do.

Respect everyone’s uniqueness.

Our Consultants help Clients :

To develop their vision and strategy

To deliver better than expected financial

Results and Unlock Their Financing

To optimise their business

processes and embracethe best technologies

to satisfy their customers

and share holders

To sustain their ability to change & improve

through learning & growth

To focus on their customer

needs & deliver better products / services

than expected

The MA South Wales TeamJean-Bertrand (‘JB’) de

LartigueDr Ken Cooper Mandy Withers

Having successfully managed a sizable organisation during a time of change, JB is a strategic and visionary thinker, who provides clear leadership to develop individuals and teams to achieve beyond their expectations.

An accomplished management, marketing and IT consultant who can ‘think outside the box’ and provide innovative solutions to problems.

With a unique mix of interpersonal and technical skills, Mandy has made a substantial contribution to improving the employment position of numerous businesses throughout South Wales.

Helen Murdoch Tony Abbott Richard Caley

An effective communicator, coachand mentor, Helen combines strategic thinking with a pragmatic and personable approach. Passionate about marketing, Helen focuses on understanding a client’s business and getting results.

A lean and change management specialist, Tony has a track record of managing both sizable and small organisations in start-up/steady mode, as well as during times of rapid change.

Working across multiple business units and with responsibility for multi-billion £ turnovers in the computing and telecommunications industry, Richard has particular expertise in implementing shared services.

Strategy, Finance, HR and Business Development

I.T., Motivation, Customer Service and Business Development

Marketing, Communications, Strategy and Business Development

Finance and StrategyLean and Change Management, Strategy and Innovation

HR, Employment, People and Business Development

Projects Examples• Conducted a strategy day at a Design interior company to formalise

the common goals and objectives for the year and then helped the company to implement a performance leadership programme to cascade the goals by department and individuals and a process to monitoring progress. As a result the company multiplied their turn over by 2 in 1 year.

• Helped The Managing Director and the management team of a software company to identify starting points, set targets, monitor performance, deal with staff members (both positive and disciplinary matters) and effectively streamline the business. “I cannot emphasise enough that JB is not a ‘trouble-shooter’. JB did not come into Voyager Software as a consultant and tackle our issues for us. He ensured that I understood what I should be focussed on and why. Then he made sure the issues were addressed effectively – by me. During 2004, Voyager’s costs actually decreased whilst the business grew and our profit for 2004 was up nearly 3 times that of the previous year”.

• Championed a cost-reduction programme which delivered US$4million – included the rationalisation of all regional facilities from 18 to 11 and a reduction of 50 heads.

• Developed and implemented a customer care and image management programme for 750 manual workers within a major utility.

• Combined ‘Lean’ and ‘Value stream’ management techniques to change £50million loss into profit situation within 12 months.

Our Methodology• At the start of a project MA appoints:

– A coordinator responsible for client’s relationships– A project leader responsible for delivery and results.

• Vision to Reality®

• Plan Strategically

• Implement Realistically

• Organisational model

Vision to Reality ®

QuestionsSilent

Thinking

Cluster Ordering

Priority

RankingRoad Map

How should weappear to our customers?

How should we appear to our shareholders ?

How will we sustain change & improvement?

What business processes should we excel at?

Individuals:

Brainstorm silently

Put ideas on stickers

Stick them on the board

Group:organises stickers by Drivers

Names each project / issue/ task

Describes status

Defines Goals

Quick wins: high business benefits, easy implementation

Strategic issues: high business benefits, hard implementation

Low hanging fruits: Low business benefits , easy

implementation

Vision ahead, gain insight

Plan options,

Overcome dilemmas

Map system

Set goals and deadlines

Plan Strategically….

DefineGoals

Formulate Plan

R.O.I.Define RequiredFeatures

Org.Buy in

Strategic goals.

Key Performance Indicators (KPI )

Measurement

Project Team

Change in operations

Identify critical processes & IT considerations

Board Buy in..Efficiency savings.

Opportunity costs.

Attract right Staff.

Staff retention &Motivation.

Added value.

Technology.

Project Management.

Support.

Training.

Build shareholder value.

Sr Mgr understand issues.

System customisation.

Evaluation of new work load for line managers.

Communicate Benefits to Managers, Employees,Legislative bodies (work councils, =opportunities…..)

Implement realistically

Vision

Total BusinessSolution

UsersPower

Users Benefits,Results

Realism

Ownership in business: Principles, structure, processes, systems, people & culture

Process scope & high level design: Business model = maximum benefits, lower costs

Validate ownership and understanding with business

No project overlaps in scopes.

Project Bible.

Manage Change: Principles & values, processes,

IT,

organisation development,

people, culture,

performance management.

Implement total solution

Develop skills for users and project team.

Get all important users on board

Communicate & guide to maintain direction

Get best people time

Be clear on Deliverables & Accountabilities

Reward

Manage benefits from start.

Ensure ownership by process owners /Change agent

Scenario presentations

Budget flexibility to win more value & for uncertainties

Celebrate all successes.

Realism about scope and time scales

Realism about resources planning

Team & users training

Contingency for cost & time

Recognise uncertainties

Regular reviews of scope, cost & time

Re- communicate to stakeholders

7 people behaviours to Companies’ Nirvana

Staff stateof mind

Dependence Independence Interdependence Continuous improvements

Management create

ChaosCrisis

vision, mission,

values, goals, plans,

measurements

Multi functions / skills teams,

synergy, fluidity

Learning environment

People Behaviour

Fire fighting 1)Proactive , 2)End in mind, 3) Put 1st things 1st

4) Win/win attitude5) Seek to understand6) Synergise

7)Self develop

Companies state

Reactive Proactive Efficient Growing

Together we can make the future what we

want it to be

MA Consulting InternationalWestcroft House, Ewenny Road, Bridgend

CF35 5AP

Tel: +44 (0) 845 087 3288  Email: enquiries@maconsultinginternational.com

Web: www.maconsultinginternational.com