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Operational and Digital Transformation

A successful transformation takes into account these six dimensions. 

Throughout your project, our approach is grounded in a continuous focus on six essential dimensions. This structured framework enhances the coherence of your actions and provides lasting support for the success of your transformation.


Service Operating Model

The systematic way in which a service is designed, implemented, and maintained to ensure effective and consistent delivery to clients.


People

A structured approach designed to identify, anticipate, and align human capital needs, skills, and responsibilities with the demands of the transformation.


Tools & Technology

Analysis of the technologies and tools in place to support processes, along with opportunities to integrate artificial intelligence.

 

Governance

Analysis of the governance mechanisms guiding decision-making, risk management, and accountability, to ensure the organisation operates in a transparent, coherent, and effective manner.


Processes

Analysis and optimisation of processes, methods, and operating procedures to streamline activity flows, enhance efficiency, and improve operational fluidity.


Data & Information

Analysis of available data and the insights derived from it, to assess its quality, usage, and contribution to decision-making.

The Key Stages of a Successful Transformation

The initial phase centres on a structured diagnostic aimed at analysing the current situation and identifying the efficiency levers to activate. Aligned with your strategic priorities, this step provides an objective assessment of the organisation, its practices, and its dynamics, in order to define the key areas for optimisation and transformation.

This diagnostic draws on active team involvement through targeted interviews, collaborative workshops, and on-the-ground observations, ensuring a nuanced understanding of operational and managerial realities.

The second phase focuses on implementing the recommendations, in close collaboration with your teams. It aims to ensure a concrete, progressive, and well-controlled application of the identified levers, while fostering engagement through tailored change management approaches. In parallel, a performance management framework is established to monitor the benefits generated and ensure their long-term sustainability.

The intervention is carried out in co-construction with your teams, centred on bespoke solutions designed and implemented based on the six dimensions of our methodological framework.

The consolidation phase focuses on the long-term monitoring of implemented solutions to ensure sustained performance and effectiveness. Its objective is to confirm that the defined goals continue to be met over time in a durable manner.

Regular review meetings are held—typically on a monthly basis—with you and your key stakeholders, to analyse results, adjust actions where necessary, and sustain a continuous improvement dynamic.


Credentials

Following the COVID-19 crisis, a medical testing laboratory based in Luxembourg was compelled to fundamentally rethink its strategy. This transition highlighted the urgent need to modernise both its operational processes and its management tools.

| Strategy | Operating Model | System Selection | ERP Implementation | Change Management | Project Management | Optimisation |

This is a personal credential

  • Administrative overload caused by manual processes that were no longer suited to the growing demand. ​
  • Scattered and unreliable data, leading to time-consuming re-entry tasks and operational errors.
  • Unintegrated IT systems, preventing effective management of key activities such as operations, sales, and procurement.
  • Outdated technologies, unable to support the group’s digitalisation ambitions.
  • An unmaintained ERP system, creating critical risks in terms of cybersecurity and business continuity.

  • Definition of the company’s vision and strategy: supporting the leadership team in clarifying the post-COVID purpose, target vision, and medium-term strategic priorities.
  • Modelling of the new Operating Model based on our six dimensions, ensuring alignment between strategy, key processes, organisational structure, skills, tools, and technologies.
  • Selection of a new ERP system, taking into account integration constraints with existing systems (notably the LIMS) and compatibility requirements within the group’s broader ecosystem.
  • Support for the ERP implementation, in close coordination with the integrator, ensuring smooth communication, effective change management, and the safeguarding of critical project milestones.

Over 50 support processes modelled, enabling an objective view of the initial organisation and the formalisation of a structured, coherent target operating model aligned with the group’s strategic ambitions.

Deployment of Microsoft Dynamics (ERP) integrated into the existing ecosystem (notably with the LIMS), reducing manual tasks, ensuring data reliability, and enabling centralised management of support activities (administrative, logistical, and financial).

Strengthening the skills of internal teams:

  • In-depth training for 100% of key users in project management and ERP operation.
  • Acquisition of the necessary skills to independently manage future projects.

Production of operational documentation:

  • Writing several user guides and procedures, promoting a smooth adoption of the solution and limiting dependence on external support.

Structuring a three-year roadmap to plan the next phases of optimisation (data exploitation, automation, complementary integrations), with a clear vision of the expected gains and the required investments.

And you, what is your transformation project?

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