Assessments and Change Management
To stay competitive or to develop a competitive advantage, a change in operating model can unlock value that enables growth. Another word for this is “transformation”.
At a basic level, transformation can simply be the automation of components of a firm’s value chain.
At a more sophisticated level, transformation can include complete replacements of components of the firm’s value chain.
Proven success at transformation
Regardless of the level of complexity, Oculus Partners has proven success helping our clients transform their operating models.
We do not bring a templated approach to this type of work since each of our clients has a strategic intent for transforming as well as a value proposition and key differentiators that they focus on to achieve success in the market.
Without an understanding of these, any transformation can inadvertently undermine current client value or be mis-aligned with strategic objectives that may be moving the client towards new market opportunities.
When engaged on smaller operating model projects, we work to establish both an understanding of the firm’s strategy, but also the key metrics they are seeking to achieve with the transformation.
Many times these will focus on internal metrics and Oculus will work to both validate these and to establish additional external metrics that will either need to be preserved or materially changed for the project to be seen as successful.
Once these have been established, Oculus can work either in a collaborative manner with internal resources or independently to do the current state analysis, establish a road map for key activities, and then execute the plan.
Often this will require the organization to develop or acquire new skill sets and we work with clients to do both via training or building role descriptions.
For larger projects that ultimately require re-imagining the end-to-end operating model, Oculus will typically work with senior management to develop a set of alternative models that are assessed relative the business’s strategic objectives and the target market’s expectations for successful providers where our client seeks to compete.
Once aligned around the specific model, Oculus works to identify key partners or capabilities required to reconstruct the operating model in a way that meets both internal needs, but also competitive requirements.
Integration of new capabilities with what often has been a fully proprietary operating model is intensive work which Oculus has driven in past engagements from both a day-to-day perspective and an oversight perspective via the governance program we are often asked to directly support.
Line management experience
The line management experience of Oculus’ consultant team enables a true understanding of the way companies make decisions and carry out work which is a significant advantage to our clients when they are seeking to transform on either a tactical or a strategic level.