MéLange is staffed by very experienced consultants whose aim is to significantly improve its client’s bottom line, cash flow and staff effectiveness. MéLange Global Solutions prides itself with its long-term commitment to the client. We don’t just leave a report and walk away, we are committed to implementing fundamental changes from the inside out
Even when executive teams have spent considerable energy clarifying their Vision of the future, aligning behind the Vision, defining a Strategy for attaining the goals and objectives and identifying the Values that serve as a foundation for how people work together, planned results don’t automatically follow. Setting the Direction must be followed by successful Execution to achieve strategic intent.
How well an organization executes is comprised of two components. How well it executes on-going business and how well it manages change. In a world of rapid change it is a company’s ability to assimilate change effectively that will differentiate it from its competitors. To reach its goals, an organization must change from where it is to where it wants to be, and both the processes and the people must also change.
Working with people of other cultures leads to the realization that national culture influences business culture. National and regional cultural groups can affect the behavior of organizational members. Subcultures within the organization between functional disciplines add more dimensions of cultural influence. Cultural conflict often inhibits people’s ability to work together effectively, resulting in unnecessary frustration and lowered performance.
At MéLange, we recognize culture, values, and work ethics impact the success of an organization. We can help identify problems, explore cultural differences, mitigate risk and help organizations assimilate cultural differences into their workforce thus ensuring the success of the merger, acquisition, or partnership.
Management’s role may be considered as having three principal dimensions. First, managing the ongoing business, that is activities that are in place and supporting the current objectives of the business. Second, to define how the business will compete in the future and the capabilities it will require to do so. Third, managing change, that is the managing the projects that are designed to provide capabilities to meet new business requirements, or to improve current capabilities in order to meet business and operational objectives.
To manage proactively, management needs to understand current performance and trends in real time, not just on a monthly or quarterly basis. We typically use Key Performance Indicators (KPI’s) in four classes: Financial (Cash), Service Delivery (Customers), Supply Chain (Suppliers) and People (Employees), that devolve through the organization so that the location, and ultimately the cause of variations can be pinpointed and corrected. If the performance measurements are not in place, accountability is lacking, and senior management has to take responsibility for things that should rightfully be delegated. This in turn leads to middle and lower level management performing well below their real capabilities
The foundation for performance and change management is a clear understanding of how different parts of the business actually functions, where they are interdependent, and how each contributes to the organization’s goals. We achieve this though mapping the Enterprise Process Architecture and Value Chains. These maps show the processes, activities, owners and interdependencies, and performance indicators that are aggregated to higher levels. They serve as the basis for change; what to change, what to change to, and how to measure how successful the change has been.
Executive alignment on strategy and strategy implementation is often key to effective change.