3P Transformation Model
“Wishful thinking and a handful of tools will not transform your business (just to be clear). Most Business Excellence initiatives end up stagnating whenever the full picture is missing: a transformation is not just about adapting the orgchart.“
3P Transformation Model
“Wishful thinking and a handful of tools will not transform your business (just to be clear). Most Business Excellence initiatives end up stagnating whenever the full picture is missing: a transformation is not just about adapting the orgchart.“
What we deliver.
We strongly believe that all customers deserve their own tailor-made approach to a transformation. We deliver just what is right for them and leave out the BS. Embedded in a 3-step approach (Diagnostics I Deployment I Delivery) the Voice of the Customer defines the goal – an end-to-end view sets the scope and the 3 Ps build the levers for success:
What we deliver.
We strongly believe that all customers deserve their own tailor-made approach to a transformation. We deliver just what is right for them and leave out the BS. Embedded in a 3-step approach (Diagnostics I Deployment I Delivery) the Voice of the Customer defines the goal – an end-to-end view sets the scope and the 3 Ps build the levers for success:
Processes.
At ifss, transformations to Business Excellence start with the understanding of the Voice of the Customer and the existing process performance. Every organization requires an end-to-end process view that is in sync with the company’s strategy and structure.
With this taken care of, the transformation evolves focused on value creation from the very beginning. The process part of the transformation contains e.g. an end-to-end value and information stream, process optimizations and performance management.
Processes.
At ifss, transformations to Business Excellence start with the understanding of the Voice of the Customer and the existing process performance. Every organization requires an end-to-end process view that is in sync with the company’s strategy and structure.
With this taken care of, the transformation evolves focused on value creation from the very beginning. The process part of the transformation contains e.g. an end-to-end value and information stream, process optimizations and performance management.
Even the most committed Business Excellence initiatives will never bear fruit if the companies’ “procedures” are not considered. This is the way things are done at your company, and refers to the governance, set of SOPs, instructions and guidelines etc.
Think of it as the lubricants in your organizations’ engine. The procedure part of the transformation contains e.g. a systems & structures review, standardization & simplification, and, if suitable, also digitization.
Procedures.
Procedures.
Even the most committed Business Excellence initiatives will never bear fruit if the companies’ “procedures” are not considered. This is the way things are done at your company, and refers to the governance, set of SOPs, instructions and guidelines etc.
Think of it as the lubricants in your organizations’ engine. The procedure part of the transformation contains e.g. a systems & structures review, standardization & simplification, and, if suitable, also digitization.
People.
The best processes and procedures will have no impact on your companies’ success as long as they are ignored by individuals. “People” refers to the way all stakeholders involved in a transformation think, act and feel in their jobs.
Although we know out of experience that the company culture is one of the most difficult things to change, it is an essential driver of a sustainable transformation; and it often requires a mindset-change at an individual as well as an organizational level.
The people part of the transformation contains e.g. a culture pulse check, suitable interventions with training, coaching, and the anchoring in daily routines (such as e.g. performance dialogues, etc…).
People.
The best processes and procedures will have no impact on your companies’ success as long as they are ignored by individuals. “People” refers to the way all stakeholders involved in a transformation think, act and feel in their jobs.
Although we know out of experience that the company culture is one of the most difficult things to change, it is an essential driver of a sustainable transformation; and it often requires a mindset-change at an individual as well as an organizational level.
The people part of the transformation contains e.g. a culture pulse check, suitable interventions with training, coaching, and the anchoring in daily routines (such as e.g. performance dialogues, etc…).