Approach
Value Maximization
2
Context
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Globalization of value chains have increased companies’ exposure to financial and operational disruptions, impacting even smaller local players. Despite that, companies keep embarking into lengthy and static programs, with outcomes only to be seen at the end of the transformation
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Business cases are complex and rigid, with difficulty to monitor value creation and adapt the plan if necessary, during the transformation. We are in a very active M&A market, and executives are facing an increasing pressure from shareholders for short-term results
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Our clients demand more flexible approaches, where transformation levers can be adjusted & re-prioritized, and better visibility on financial and operational outcomes
Way of working
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Our main goal is to help our clients maximize sustainable value in the short-term (<5 years). The focus is on current value streams, factoring as well their potential market relevance in the next 3-5 years
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We run end-to-end proof of new business ideas, with independent and stand-alone P&L
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Even though we support across all the different functions, we focus on programs with the minimal operational disruption, including build-run-integrate models when new high value-added capabilities need to be created quickly
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Setting up the right hybrid task-force is key for speed and adoption rate, where the client team has a critical role as change agent & ambassadors. A joint committee evaluates and determines which are the strategic levers to prioritize
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The access to innovation forums and functional experts, including ready-to-use assets allows us to focus on added-value activities, aiming to minimize time-to-value
Source: Alpen Consulting GmbH