Info Entreprise : introspection of the operational strategy consultant on his trade

Michel Mondet, founder of Akeance Consulting, an independent consulting firm specialising in operational strategy for the financial services and real estate industries and the finance departments of industrial companies, reveals his vision and his practice of this business, which often leads to confusion. Explanations...

I.E : What does consulting in operational strategy consist in?

Michel Mondet : Operational strategy is the study or the implementation of a major transformation project for the company. Studies can vary in nature: improvement of management and control tools, synergy analyses, productivity improvement, process optimisation, selection of an IT solution, relevance of outsourcing... The implementation of these projects leads to dashboards redesign, fast close, deployment of business software, reorganisation of an entity and redesign of organisational charts, where we assume the delegated project management function. This delegated project management can also be undertaken on the occasion of a project of merger, integration of entities or grouping of activities.

I.E : For which type of player do you carry out your interventions?

M.M : Our clients are obviously the large industrial and services corporations, as well as the banks and financial sector in its entirety. Our sectors of expertise are transportation & logistics, mass distribution and retail in general, the automotive industry, the real estate sector, not forgetting banking and insurance, especially their finance and risks functions. Certain SMEs also call on to our know-how when implementing a strategic partnership, merger or grouping of activities..

I.E : How do the needs of your clients evolve?

M.M : Historically, the added value of the consultants used to lie in the method, be it in conducting a survey or managing a project. These days, this contribution is not enough. An offer which comprises a sound knowledge of the operational industry of the client is now required. That is why Akeance Consulting hires consultants who have, for most of them, a professional experience within large corporations. It is a strong asset of Akeance.

I.E : In July, you launched a subsidiary in Brussels; why this geographical choice?

M.M : The geographical cover should overlap as much as possible with our clients', who are increasingly European, if not global. Belgium presents the specificity to host the treasury and/or the in-house bank of many a large corporation. Besides, when grouped with Luxembourg, it clearly is a banking market in its own right. Moreover, Akeance already has clients in Brussels, which rendered this decision easy to make.

I.E : Do other geographical areas arouse your interest as well?

M.M : Italy is an interesting country in several respects. Its banking system is relatively fragmented between several players, which necessarily leads either to groupings and/or poolings of competences, or to being accompanied by consultants on their large projects. As far as industrial services are concerned, it is worth noting that a number of Italian companies have been taken over by French groups. Geneva is also an establishment target for Akeance, in respect to its banking activity. And why not, beyond, towards Singapore or Shanghai...

I.E : Back to France, what is your outlook on the French market of consulting?

M.M : The global market for consulting in operational strategy is but a sum of turnovers, firms, individuals. Each survey and each project management unit adapts to matricial crossing between countries and economic sectors. In France, the need for a high quality service, delivered by mixed teams of former consultants and former operationals, is growing strong. Especially if, like Akeance's, the offer is tailored to the clients' industry. This market has bright days ahead, in spite of the crisis. On the other hand, the market for non-specialised consultants, closer in nature to staffing agencies than to consulting, should brace itself for tough times.

I.E : Let's talk about management. How to train good consultants in operational strategy?

M.M : Our motto is "be simple; be fast; be trusting". This entails several behaviours peculiar to Akeance in the consultant-company relationship. Firstly, the consultant's autonomy is strong; this about trusting them as much as possible. Then, exchange must be permanent between the teams; enabling them to learn not only from their own experience, but also from others', vicariously, so to say. Lastly, success must be materialised by a financial reward. That's why all the consultants have access to a very significant annual bonus, which depends on the results of the company, the performance and the behaviour of the consultant.