Our customer, a major international group in the Aerospace and Defense sector, has launched a long-term performance plan, but is encountering difficulties in implementing it, particularly with regard to operational management, which is struggling to build and steer their actions to achieve the expected results in terms of performance, competitiveness and sustainable growth.<\/p>\n
Faced with this situation, our customer asked us to identify the root causes and propose changes to the leadership system, support and, if necessary, the positioning of management.<\/p>\n
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Main achievements<\/strong><\/p>\n <\/p>\n Improved management of performance and transformation plans<\/strong><\/p>\n <\/p>\n Our team began by carrying out a survey of the entities and key players involved in the performance and transformation plans currently being rolled out, in order to assess current management methods in 6 areas: organization, alignment, commitment, empowerment, recognition and communication.<\/p>\n Based on our findings and a benchmark survey of large companies with similar issues, we proposed 16 areas of improvement for steering and updating annual plans, training key players in the change process, and top management communication.<\/p>\n Among other things, we have restructured the dynamics of defining and steering the plan by implementing within a new management cycle the principles and procedures of Hoshin Kanri, which empowers the players, improves the generation of initiatives and ensures consistency between the vision, objectives, levers and actions implemented.<\/p>\n <\/p>\n