Large transformation projects in the industry and services sector are often motivated by strategic moves, such as vertical integration, geographic coverage, industrial synergies, etc. Motivations to implement new management strategies in a group are rarely the driver for industrial strategies.
Although primarily industrial, these strategic changes need to be followed by immediate management, control and governance adjustments. This represents one of Akeance Consulting’s core capabilities.
Reliable and timely management tools
Reporting and the update thereof are regularly criticized within many a company. Our interventions aim at securing information and data consistency through the use of the various aggregates, as well as ensuring the proper circulation of information (too much information kills information) and accelerating the production of the reporting. These management tools are admittedly not the only management tools in the company but the consistency and the streamlining of the information flow is a key factor. Our missions would not be accurately depicted here if we didn’t mention the choice of the related software solutions.
The means for improving forecasts
Especially in a difficult economic environment, the relevance of a forecast is widely acknowledged. But the issue of the appropriate means available to improve the forecasts remains. Two of the missions we are expert in conducting are the implementation of a faster monthly closusre, and improved treasury forecasts. In the context of cash contraction, in companies as well as in banks, the missions that concern the improvement or even the implementation of treasury forecasts are often glaringly urgent.
A verified middle and back office productivity
The improvement of billing processes, a better distribution of accounting tasks, the improvement of the day-to-day operations of a cash pool, the choice of adequate business software, etc. are among the missions that Akeance Consulting leads. In a broader way, productivity issues are usually raised to us under two angles. How relevant is a shared service centre? Experience shows that every component of the context must be looked at: taking into account local corruption risks, anticipating possible salary raises in low-cost countries, and the new needs for coordination which will necessarily entail human and transportation costs, etc. Similarly, outsourcing issues trigger, ceteris paribus, the same remarks: what are the risks of lower quality when difficulties arise, how to back up the contractor, what are the extra costs arising from the coordination of the two entities? In brief, globalisation, along with each player refocusing on their core business, means administrative productivity issues must be approached on a much wider angle than in the previous years.