Organisation and Processes

'Organisation' relates to the definition of the roles and responsibilities of the various stakeholders, their links and their interactions (operating model). 'Processes' concerns the sequence of activities and their content, in order to produce added value. These aspects are, of course, closely linked. The organisation/process approach has one single objective: modelling your organisation to enable you to direct its operations, assess and improve its performance, rationalise its activities, improve the flows of information, support the introduction of an IT system, etc.

In our approach, the review of the organisational model and the underlying processes can either be a project in its own right (frequently referred to as business process (re-)engineering), a preparation for the implementation of a new IT tool (a so-called package-based redesign), or indeed a form of support to this implementation, for example in the narrower context of change management. In this case, the analysis of the organisation and the processes is perceived as a means to identify the impact of the systems on individuals, their competences and their interactions.

Which organisational model should you choose? How can you optimise your processes? How can our ERP tool help to improve the efficiency of the HR service? Which constraints are inherent in this ERP tool? These questions rank highly among the aspects our Organisation and Processes service proposes to address.

Our star-shaped diagram illustrates how we approach the question of organisation and processes within the specific context of your project. It also shows where our expertise comes in, extending beyond questions of methodology to legal aspects ('must be'), technologies ('could be') and best market practices ('might be') for your HR project. Naturally, these considerations only come to life in the light of the expectations of the stakeholders driving the process ('would be nice').

This exercise forms the backbone of any transformation project. It integrates complementary views as part of a shared model. The eventual exploitation of the organisational models and processes documented in this way will be instrumental in establishing the necessary investment in this area: from a straightforward documentation of the activities to the implementation of a genuine business process management approach.

Here, as in all other areas, we will interact closely with you to select the approach and the tools that are best suited to your needs and to your objectives.