Improved Business Performance

Improved business performance by integrating technology and business agendas together to create a more innovative organization.

This allows technology to drive process efficiencies throughout the organization and better support and deliver transformational business change.

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• Digital Transformation Design

Measure, enable and improve the organization’s effectiveness to increase the overall return on technology investment. These include demand management, solutions sourcing and outsourcing, application and infrastructure optimization and consolidation and solution architecture.

• Technology Assistance

Technology Assistance to transform the business through technology. Drawing upon our deep business and technical experience, to support the implementations of industry software packages and focus on finance, supply chain, CRM, HR, risk management and compliance.

• System Program Advisory

System Program Advisory supports large-scale IT transformations including those that involve core ERP systems. The overall transformation program, including the management of third party vendors.

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The effectiveness of the Finance function

Finance functions are to improve performance and benchmarking performance to identify efficiencies and savings. It means improving systems and processes so that the business information is more accurate and readily available; while readily integrating with alternative operating models for, such as a shared services or outsourcing arrangement.

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Our international network of partnerships ensures the expertise to assess, provide insights and recommendations on sustainable performance improvement including people, processes and systems, to support efficient alignment with organizational strategic objectives and operational requirements.

Valuation & Business Modeling

• Valuation

Transparent and robust valuations to support corporate transactions and to meet regulatory and accounting requirements. Experienced professionals in accounting, taxation, and financial due diligence to provide valuation for a multitude of purposes.

• Modeling

Business modeling to carry out the model review, model support and model-build activities needed to make key decisions and improve strategic outcomes. This will build an effective business model, whether it's to evaluate a transaction, a new market opportunity or for other strategic purposes, is a complex and difficult task.

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Infrastructure

Managing infrastructure and major projects is a complex and challenging task. Throughout the feasibility, procurement, implementation and operation phases of a project, there are numerous transaction decisions and issues that need to be considered, thus detailed and cautious transaction evaluation is imperative.

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Integration

Preparation for the integration to help reduce disruption to the business as usual and for management to plan for synergy realization. Based on leading practices and integration experience, to establish governance structure, roles, synergy capture, functional integration, measuring and monitoring progress and change management.

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Business Structuring

In a structuring project it is essentially to improve total expected return in times of uncertainty in performance and growth; managing work-out or turn-around processes and in allocating capital and investment - evaluating the business plans objectively. Finally to devise strategies which address potential covenant breaches, negotiating with stakeholders and complying with other requirements.

Performance Improvement & Customer Approach

By providing an independent view of a business, its performance and its opportunities, organizations shall unlock customer value and growth through organizational and strategic changes, improving customer service, enhancing performance and increasing operational efficiency:

• Strategic direction

Defining the strategic objectives of an organization, which include review of the organization's vision, mission and strategy, operational model governance, consolidation of the operating model and business continuity.

• Performance management

Formulate a strategic approach for monitoring how a business is performing. This allows for the translation of corporate strategies into tangible objectives, supported by a set of balanced measures that align across the organization.

• Operational effectiveness​

Organizations today are constantly under pressure to make the business as effective and profitable as possible - not just to survive in the present, but to take advantage of opportunities in the future.

It is impending to take a structured, holistic approach that focuses simultaneously on costs and improving performance, the value chain and the processes that support it; to drive long-term efficiencies.

Firstly to evaluate the cost base and examine working capital and revenue optimization practices. Next, assess core processes, current risks and the controls in place, as well as the way key programs are being managed. Subsequently then work to execute any necessary changes.

• Supply chain and operations

Analyze, design and develop plans to cope with complex business challenges. Deploying cross-functional, cross-channel; & cross-platform approaches from new product design through planning, sourcing, operations, and fullfilment to after-sales service.

• Operational process transformation

​Define process requirements and design, policy and procedure development and process metrics and key performance indicators.

Strategic Risk Management

Our strategic approaches ensures better understanding and manage business risks and generate reliably valid business information. Our international experienced team helps evaluate and enhance their internal audit and risk management functions through:

• Functional assessment -

deploy business-process and risk alignment methodologies to develop a gap analysis that depicts how internal standards & practices aligns with the company’s strategic objectives, and whether it is focused on the company’s key risks.

• Enterprise risk assessment -

provide management with a summary of key risks that must be properly mitigated to optimize shareholder value and a plan to mitigate these risks.

• Strategic planning -

a strategic, future-state vision, action plan and timeline for audit or risk management functions; develop a step-by-step action plan, with the objective to optimize efficiency and effectiveness and matches resources with key risks.

• Corporate governance -

an effective corporate governance structure with the necessary checks and balances through a simple and extensible framework. Through corporate governance, all stakeholders can better understand, plan and execute activities in response to the challenges and risks that arise from today’s rapidly changing regulatory, market, financial, and business pressures.

• Control assessment -

self-assessment process by effectively integrating proven methodology, technology and leading practices for assessing risk and control.

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Technology Risk Management & Implementation

In every Digital Transformation implementation, there will always be prevalent risk factors and resistance/friction in work processes and habits. Organization will need to address the challenge of managing such risks in a way that is in line with their business strategy. Harnessing in-depth technical and related risk management knowledge from the international partners to:

• Risk Transformation Mapping

Mapping the Risk Transformation path by identifying the most important risks, design frameworks to manage them and improve the effectiveness and efficiency through technology assistance.

• Technology Security Framework Development

Information Security is a key area of focus in the current landscape of mobile technology, social media and cloud computing. The Framework plan focus on the design, implementation and rationalization of controls that potentially reduce the risks in the application, infrastructure and data layer of the IT function.

Forward-thinking organizations use innovative talent management approaches to compete for talent, and a strong platform for growth.

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People and organizational change

Intervention executions for organizational design, people and talent development, culture change, and leadership of change focusing on engaging stakeholders to ensure ownership and addresses the needs of the organization and its specific business circumstances:

• Talent management

At the same time as looking to identify and implement employee cost optimization initiatives, find ways of holding on to and developing capabilities.

Measuring and monitoring performance, managing talent, planning succession, structuring organizations and defining roles and responsibilities.

Deploying market leading practice to mobilize the talents thus to achieve the organization’s potential and create a strong employer brand.