Operating model transformation - Processes & operating modes
Reinventing the way we do things for greater efficiency, fluidity and impact
In a world where speed, quality and responsiveness determine performance, organizations need to continuously adapt their processes and operating modes. Antheus can help you review your practices to create sustainable value.
Processes & operating modes
Improving operating modes and processes means first and foremost understanding how the organization actually works – and how it could work better. It’s not just a question of technical optimization, but a strategic lever for performance, service quality and team motivation.
At Antheus, we take a global approach to this transformation, combining rigorous diagnosis, co-construction with the players on the ground, and controlled implementation. We target both business activities and support functions, taking into account operational realities and digital maturity.
In particular, we work on:
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Improving operational excellence: reducing costs, deadlines, internal and external pain points and improving service quality;
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Digital process transformation: making the organization more agile and data-driven;
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Innovative operating models: creating more cross-functional, learning and responsive organizations.
Whether the challenge is simplification, industrialization, agility or strategic alignment, we can help you build robust, high-performance, scalable operating modes.
Operational excellence
- Review of the challenges of improving process excellence: reducing costs, lead times, time-to-market(TTM), quality of service (QoS), etc.
- Organizational performance assessment: activity performance ratio, sector comparison, cost/resource balance review, variance analysis
- Evaluation of processes, resources and tools to improve operational activities (mapping, simplification, lean management)
- Identify sources of productivity (effectiveness/efficiency).
- Aligning processes and streamlining to meet business requirements
- Cost reduction programs
- Definition of principles and processes to create continuous improvement (including SLAs)
Digital transformation
- Assessment of the level of digital maturity of the operating model (value chain: end-to-end | link)
- Raising management awareness
- Review of operational processes and support functions: QoS, TTM reduction, cost control
- Gap analysis andimpact on operations (digital assets) | Level of ambition (short and medium term)
- Assessment of sectoral, industrial, service and technological opportunities | Prioritization of issues
- Digital transformation strategy
- Transition program to digital target(quick wins | medium term) | PoC framing and instruction
- Monitoring efficiency gains | Reframing
Business model innovation
- Implementation of an agile operating system allowing flexibility, team autonomy, collaboration and continuous adaptability to customer or user needs
- Cross-functional operating models: flow-to-work, decompartmentalizing teams
- Implementation of the “operational braids” model, enabling continuous improvement of operational processes to be dealt with on an iso-organizational basis.
- Expanding the operation of the supply chain to critical upstream suppliers (tier-3 and beyond)
- Culture of test & learn operational: rapid experimentation, validation in the field before deployment
- Setting up real-time data-driven control structures : dynamic cockpits
A few examples of our work
Operational excellence
Improving the efficiency of the Circuits business
Diagnosis of the efficiency of “sales & marketing” functions at European level
Digital transformation
Review of omnichannel positioning and articulation of physical network/digital assets
Transformation of a distribution network’s operating model: operational excellence, growth, new services, HR, digital
Business model innovation
Operational braids: reducing non-conformities and speeding up their resolution
Transformation of a distribution network’s operating model: operational excellence, growth, new services, HR, digital
