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The reformulation of corporate processes in order to improve their performance is not something that can be done ad-hoc, especially when it is accompanied by changes to information systems. Such change requires an in-depth approach, ranging from diagnosis to recommendations, which must be based on solid principles and tools.
We adopt the following methodology:
- Make certain that the new processes meet the challenges of tomorrow and not those of yesterday or today
- Accompany the flow of change
- In the context of IT systems, implement an approach which is simultaneous but which also draws the distinction between functional design and technical design (business innovation as opposed to system vision).
Finding the balance with regard to the extent of change
Process reformulation is a compromise between objectives and constraints. Of course, the emphasis will shift according to the needs of the client and the specific problems at hand. The approach chosen will be influenced by the anticipated or projected level of change, and the level of risk acceptable to a given structure. Actions will take the form of incremental improvements or be altogether more radical. Whatever choices are made at the start of the project, they will determine how easy the project is to implement and exactly what the effects on processes will be; we help our clients to make informed decisions, based on awareness of all the circumstances.
A simultaneous approach but one that distinguishes between functional & technical design
Changes in process inevitably lead to uncertainty when they are prompted by IT considerations. At CM International, we have acquired extensive experience in the management of these complex projects: we can offer clients high-performance teams for all aspects of IT its disciplines, but we specialise in providing high-performance teams able, despite changing circumstances, to retain their business sense and their neutrality with regard to technical solutions.
Our vision for intervention in an organisation based on information systems is therefore:
In the initial definition phase, "functional" consultants play a key role, defining project requirements and functionalities whilst monitoring the feasibility of the technical team. In the course of the technical implementation phase as such, "functional" consultants check the match between operating choices and the original requirements/functionalities. They also act as intermediaries between users and the new process/system tool.
This separation between "functional" and "technical" roles makes it possible to ensure neutrality of technical choices in relation to all functional needs.
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