In June 2018, Angus Maclean, a leader in Proudfoot’s Global Building Materials Practice discussed next-generation Target Operating Models (TOM) with Global Cement Magazine.
The latest in operational and digital transformation through people.
Some things take time and that’s the case for the consulting industry icon, Proudfoot, as they announce the next step in the transformation of a 72-year-old consulting brand with the introduction of their all new leadership team line up in the US.
McKinsey’s 2018 transformation survey casts a dark shadow on the odds of your transformation success: They quote a 74% failure rate. They ask if yours is ‘doomed to fail?’. We’re embarrassed for our industry when we read these results. With statistics like that, I almost want to ask, ‘why bother at all?’ But I know transformation doesn’t have to fail.
Let's face it, 2016 doesn't look any easier. With the stock market in turmoil and oil prices plummeting, it is safe to assume global CEOs in almost every industry will face a daunting combination of external fiscal pressures, competitive forces, misguided strategies, ineffective business plans and lackluster improvement efforts. In the aftermath of this perfect storm, companies will struggle to reach their goals.
As the old saying goes, the only constant in business is change. Inevitably, all organizations will at some point need to evolve by implementing a more structured and radical change program. There are several reasons for this including increased competition, lack of stakeholder confidence, reputation of the business at stake and technological advances.
Achieving significant improvement in financial and operational results requires the following elements that promote organizational change:
Critical to the success of every bank is creating a healthy balance between outstanding customer service and employee satisfaction. Establishing a customer-first mentality starts with developing a framework of processes, systems and behaviors that support the customer experience.
Safety nowadays is just as relevant in the oil and gas industry as it was 10 years ago. And, while the industry continues to make great strides to reduce the amount of job-related injuries, the reality is the same safety policies and procedures that have been in place for years are simply not enough to prevent fatalities. Based on our depth of experience working with oil and gas executives,
The ability to run operations at full capacity, and then sustain them, is a major challenge for the mining industry. Vital tasks, such as crushing and transferring minerals, are suffering because people and equipment are not being utilized properly. The end result is low productivity and the high costs that are associated with it. However, our recent findings show that it in many cases it is possible to increase productivity in mining between 20 - 40%, reduce supply costs between 10 - 15% and cut energy costs by 2 - 10% through effective asset management.
Last week, Alexander Proudfoot had the privilege of participating in this year's Kaiser Permanente Corporate 5K Run/Walk and Fitness Program. Approximately 80 employees from Proudfoot and its sister company, Kurt Salmon, participated in the event.
Knowledge transfer a must
In the natural resources industry, companies are faced with the daunting challenge of maintaining current production levels despite an industry-wide shortage of skilled workers. For example, the lack of college graduates specializing in mining operations
It seems that the only constant in the insurance industry these days is change. The emergence of new technology and “big data” are altering the way insurance carriers conduct business. Long gone is the time where people relied on an agent to buy an insurance policy.
In several of our recent engagements we have witnessed first-hand the enormous amount of pressure on CEOs to meet the stringent demands of both stakeholders and customers. One such demand that continues to be a top priority for executives is employee productivity.
Many major banks are suffering declines in trading revenue amid an environment of tranquil markets and stringent regulations.
Organizations dealing with rapid changes are often plagued with inconsistencies that limit production and produce erratic results. So why not devise a plan to stop wasteful practices and become more productive? Sounds easy enough, however gaining employee acceptance of a new approach can be extremely challenging. Two key elements must be considered for a large-scale project such as this to be a viable option: behaviors and change management.
Every year hospitals waste millions of dollars on misused or overused items, such as disposables, general supplies, laundry, uniforms and food. Changing a wasteful culture starts with identifying and correcting processes that that are detrimental to the inventory management process. However, this type of change is easier said than done. It is often difficult for hospital executives to implement a new framework of operations on every floor – they neither have the time nor the resources to execute a plan of this size and scope.
It seems obvious enough that excellent customer service is something every bank, or any public-facing business for that matter, should strive for. With so many options for customers to choose from, customer service is the "x-factor" that banks need to stand out from the crowd. To the average person, banks all look the same from the outside, but it's what's on the inside that will keep them coming back for more.