Industry & utilities
Reinventing the fundamentals to stay competitive in a changing industrial world
Industry, energy and infrastructure are undergoing profound change, accelerated by technological transformation, cost pressures, market volatility and the growing complexity of value chains. Against this backdrop, organizations need to rethink their strategic orientations, adjust their operating models and undertake sustainable transformations to secure their position and project themselves into the future.
Today’s industrial and utilities companies are faced with a dual requirement: to meet short-term performance and competitiveness constraints, while at the same time preparing for profound strategic repositioning in the face of changing markets, technologies and customer expectations.
This means clarifying medium-term ambitions, adjusting business portfolios, and strengthening innovation capacity, including in business models. On the operational front, organizations need to review their production, maintenance, logistics and asset management processes, to gain in agility, reliability and responsiveness. The development of information systems, targeted digitalization and data structuring are becoming essential levers.
Lastly, the success of these transformations depends on the ability to develop skills and managerial roles, and to mobilize all teams around concrete, credible and measurable change dynamics.
In an uncertain environment, it is the organizations capable of reconciling strategic vision, operational rigor and human agility that will make the difference.
industry & engineering
Energy & utilities
Real estate, construction & housing
Industry & engineering
The industrial sector and engineering companies are facing a triple challenge: rethinking their positioning in the face of globalization of value chains, integrating increasingly complex technologies (AI, automation, simulation, etc.), and adapting their production models to the constraints of deadlines, costs and quality. Players must review their supply strategy, rationalize their project portfolios, and often reexamine their articulation between sites, functions and partners. Optimizing operating methods, mastering complex projects and upgrading the skills of operational teams are major levers for increasing robustness and competitiveness, in an environment where risk management and the ability to anticipate make all the difference.
Building a 5-year strategy
Defining the fundamentals of acustomer-centricity strategy for an industrial equipment manufacturer
Design of a unified organization in preparation for a merger with a competitor
Management of the post-merger integration plan for 2 SMEs
Drawing up a business plan for new business development
Energy & utilities
The energy, water, waste and networks sector is undergoing a fundamental transformation: regulatory changes, heightened customer-user expectations, pressure on investments, and technological mutations (smart grids, consumption management, decentralized production, etc.). Operators have to choose between maintaining their assets, developing new models (value-added services, digitalization), and organizational adaptation. Transformation relies on a clear strategic vision, the ability to develop professions and skills, and the alignment of support, technical and regional functions. Managing this transformation while guaranteeing service continuity and economic performance is a key challenge for industry leaders.
Real estate, construction & housing
Players in the real estate, construction and housing sectors operate in a context of long cycles, pressurized margins and growing demands in terms of quality, deadlines and risk management. They need to rethink their development and production models, integrate more industrialization, and structure a more fluid approach to customer or occupier relations. Transformation also involves the structuring of project management processes, the professionalization of support functions (finance, HR, management), and the ability to work in ecosystems (project owners, subcontractors, developers, investors). The challenge is to build more integrated, more agile and better managed organizations to secure operations and enhance the value created.
Defining a new customer relations strategy for a real estate agency network
