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Expected results

Achieving Expected Results, a Daily Challenge

From our first contact with you, we analyse your requirements, we set the goals you wish to achieve, determine any relevant issues and together we will define the expected results. On the basis of this information, we present a business action plan designed to obtain meaningful results. These results will be specific, measurable, achievable, realistic and time-bound. They are necessarily designed to work as part of a forward-looking, long-term global business approach. These aspects will be clarified and confirmed during the Diagnosis phase.

Managers play a crucial role in their assignments: they are permanently available to achieve targeted results within the specified timeframe.


Diagnosing Your Company’s Situation: the First Step towards Success!

Our managers’ responsibility towards their clients begins with a close collaboration with the key stakeholders to achieve a consensus on the commercial realities of the company, to define specific targets and to implement the appropriate strategy to obtain the desired results.

Diagnosis, conducted on the basis of both quantitative and qualitative analyses, takes into account all aspects of the business. Diagnosis enables us to identify strong points and weak points, issues to tackle and areas of intervention. This diagnosis is undisputable, because drafted in close collaboration with the personnel of the company, and it comes naturally to all stakeholders and partners of the company.

The diagnosis phase takes from 3 to 6 weeks, depending on the scope of the assignment and the complexity of your business. This diagnosis forms the basis of a unique action plan to meet your company’s needs and projects. It is designed to attain the expected results.

Essential stage in understanding your company’s situation, the diagnosis highlights which projects are and are not feasible and the choice of approaches required to achieve the stated goals. This phase is critical to the success of the assignment and therefore requires accuracy and detailed descriptions.

Action plan

An Action Plan to Get Things off to a Flying Start

On the basis of our precise and detailed operational diagnosis, we then establish an action plan outlining any possible performance improvement resulting from your project (increased turnover, costs reduction, risk mitigation, etc.), as well as any desired changes in culture and behaviour.

It is of crucial importance that we develop an action plan that both aims to solve problems and that takes into account your financial and operational constraints. This action plan sets out its impact on your business and its finances, and has a scheduled implementation programme. The manager leading the assignment outlines the execution of the action plan, detailing the schedule and outlining success factors and potential risks. This action plan is then approved by the company and the Transition Manager.

This action plan shall constitute a masterplan throughout the assignment that shall be successfully carried out by Advice & Management, with the agreement of the company’s management and shareholders, whilst being circulated as widely as possible throughout the company and possibly beyond. The aim of this action plan is to achieve the expected results.


Our Managers’ Expertise in Implementing the Action Plan

The fourth stage of this process is the implementation of the strategic plan. To ensure the success of the assignment, the implementation must be rigorously managed. Once the action plan is approved by the client (shareholders, board of directors, etc.), it should be implemented in strict accordance with the deadlines.

It is inevitable that unforeseen events may arise during the implementation. However, to keep the project on track, it is crucial to address them calmly and rationally. The main challenge during implementation is to ensure that the project stays on course through any hitches, focusing clearly on the objectives and the anticipated results.

It is during this critical implementation phase of the action plan that the transition manager’s support is vital. This support plays a key role in taking, on the one hand, a fresh, external view of the progress of implementation and, on the other hand, in providing the specialised expertise required at critical stages.

Regular communication of the performance indicators defined at the beginning of the assignment and on progress and management are usually the key to a successful implementation.


Handover, the Desired Outcome

The handover marks the end of the assignment and is the point at which Advice & Management hands over the road map to the management team. The handover allows the management team or the transition manager’s successor to resume control of the company and to contemplate a brighter future. The managers’ experience in this field ensures that the handover is conducted as securely as possible for the business.

As the assignment is completed, the manager presents an end-of-mission report to the client to ensure a trouble-free handover for the company. A summary meeting should also be organised during the handover. It allows, among other things, client feedback on the progress of the assignment and their perception of the results achieved. As the final stage of the process, the handover is the culmination of a long-term assignment.