PREPARE THE GROUNDS 

 

A diagnostic is carried out to understand the historical and current performance and how the business would develop without additional value creation effort. A business plan is developed for the 'as-is' situation as basis for the overlay with the benefits of the improvement plans.

Further the organization's readiness for change is determined to establish a view on the capabilities of the organization, the required cultural change, and an assumption on the realistic speed of delivery.

 

 

REVIEW OF THE BUSINESS MODEL

 

This is a big part of what makes us different from other management consulting firms. Historically value creation in PE started with financial engineering followed by multiple expansion and finally nowadays it focuses on operational improvement - in the beginning on cost, now more on growth.
 

However, the lifecycle and innovation curves are getting shorter and what has been true ten years ago is no longer valid today. Globalization, digitalization, the 'Internet of Things', have changed customer habits and requirements tremendously and challenges for companies are by no means comparable to what they have been only a few years back.

eswecon Consulting therefore has a focus on the business model review as the next level of value creation.

 

 

OPERATIONALIZE VALUE CREATION OPPORTUNITIES

 

Once the business model has been confirmed, the more classical part of delivery starts with the set-up of a PMO, detailing of work streams, the modelling of the new business processes, integration of the existing improvement streams and the synchronization and overlay with the strategic planning and the budgeting process.

 

 

DELIVER VALUE

 

In the fourth pillar the delivery on a day-to-day basis needs to be achieved as well as the cascading of targets in the organization and the link to a proper incentive model

Through-out this process we work closely with the executive management team as well as with the functional leaders.

 

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EXECUTION SUPPORT, PMO & KPI MANAGEMENT - FOCUS ON PEOPLE, TRANSPARENCY AND IMPLEMENTABILITY

 

We support the execution of the program depending on your needs - be it as a sparring partner for the management, with a team supporting specific initiatives or running the Program Management Office (PMO). We may even take an interim role in your organization.

 

Finally, we help our clients to ensure proper tracking of measures and initiatives, not only on a measure level but back into the P&L. We create visibility whether the improvement plans deliver, or not. To be able to do so we define with our clients a set of operational and financial KPI's that really matter based on the baseline and run-rate analysis as well as the findings from the Value Creation Plan. This combination provides full transparency where the program stands at any point in time. It enables our clients to tie the operational and financial targets to the target setting of their teams and employees as part of a performance driven organization. Everyone can easily spot his/her contribution to the success and the company can ensure that incentives are really related to the delivery of the projects.

 

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EXIT SUPPORT / EXIT VALUE CREATION PLANS

 

The necessity of an Exit-VCP is often underestimated. Once an investment is coming closer to the exit timeline, it might be more than useful to re-run the Value Creation Plan, but to re-run it with the eyes of a buyer or an investment banker.

We can help our clients to adapt the existing strategies and Value Creation Plans in the light of a near exit. We identify the levers that make the asset most attractive to potential buyers or the financial markets so that we ensure that the company is spending its resources and time on the right initiatives that create the maximum value.
 

 

 

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