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PERFORMANCE
Companies are looking to improve their organizational performance every day. Though cost cutting may be one way to achieve organizational efficiency, its effect tends to be short-lived. Creating sustainable organizational performance often requires fundamental changes in the overall structure, operating model and capabilities of the organization.
Pivot can help:
  • Organization Simplification
    As organizations strive to adapt to their changing environment, they tend to add new positions, functions and activities. Left unchecked, this leads to an increase in the size and complexity of the organization, driving up cost, increasing internal bureaucracy and reducing organizational agility. Our work to simplify organizations revolves around two complementary and integrated approaches. The first involves an activity-based analysis in order to understand the overall distribution of activities: how critical they are to the mission of the organization, identifying redundancies, overlaps and areas for optimization. In parallel, we look at the management structure, namely the number of layers and spans of control of the different management units, ensuring that the mission of the areas are clear and that there is value-add at each managerial level of the organization. Benefits include a more nimble and focused organization, improved accountability and agility and reduced cost base.
  • Target Operating Model
    In many organizations, the target operating model has grown more out of the needs of the different functions than by design, resulting in
a legacy patchwork of functions, processes and systems that are neither effective nor efficient. In addition, operating models are often poorly understood across the organization and are rarely questioned before they become too cumbersome, cause major failures or are impacted by new operating procedures or systems. The operating model is critical insofar that it represents the set of activities and tasks that are carried out to produce desired outputs. It therefore represents a key input into the development of an effective organizational design
  • Functional Excellence
    In leading organizations, corporate functions such as marketing, human resources, finance, purchasing or legal, tend to be considered as value-added functions rather than unnecessary overhead cost. The value they add to the organization is typically a function of their basic capabilities, as well as the nature of the engagement model with the business. At Pivot, we have worked with functional leaders in a number of functional areas (e.g. marketing, HR, communications, finance, purchasing) in order to build their internal capabilities and increase their impact on the business.
  • New Product Development
    For many organizations, developing new products represents a major challenge and for good reason. By definition, new product development activities cut across the organization and involve all the different functions within the organization. To be effective, the process needs to be orchestrated and managed, with clear responsibilities for delivery at every stage and end-to-end governance for the entire process. The organization must also develop the right tools and approaches in order to ensure that the best projects are selected and that they are managed for market success.dership structures, complex matrix organizations, key account management, shared services, etc.