Overcoming Challenges

Challenges

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Understanding Efficiencies

Private Equity Investors

You must select the right targets to acquire. To do so, you must evaluate their current operational efficiency while uncovering opportunities to improve their efficiency and deliver returns on your investment. Primarily, you are planning to review their financial statements. While this approach represents one critical element of due diligence, it cannot reveal the full picture of each targets’ current performance or their capacity for profitable improvement.

Solution

We are able to identify real and attainable operational opportunities for acquisition in as little as two weeks. To do so, we leverage a definitive, multi-dimensional model that expands the conventional approach to deal evaluation and provides additional input that ensures confident bidding. First, we performance comprehensive pre-acquisition due diligence. We spend one week on-site with the target, and one week running analytical models to produce a more complete report for investors. Then, we develop a post-acquisition plan that details how investors can quickly capture the operational efficiencies that we identified. With this approach, investors can feel certain of both the opportunities and the projected return each target provides.

Understanding Efficiencies

You must select the right targets to acquire. To do so, you must evaluate their current operational efficiency while uncovering opportunities to improve their efficiency and deliver returns on your investment. Primarily, you are planning to review their financial statements. While this approach represents one critical element of due diligence, it cannot reveal the full picture of each targets’ current performance or their capacity for profitable improvement.

Solution

We are able to identify real and attainable operational opportunities for acquisition in as little as two weeks. To do so, we leverage a definitive, multi-dimensional model that expands the conventional approach to deal evaluation and provides additional input that ensures confident bidding. First, we performance comprehensive pre-acquisition due diligence. We spend one week on-site with the target, and one week running analytical models to produce a more complete report for investors. Then, we develop a post-acquisition plan that details how investors can quickly capture the operational efficiencies that we identified. With this approach, investors can feel certain of both the opportunities and the projected return each target provides.

Understanding Customer Touch Points

Large Service Corporations (Banks, Insurance, etc.)

You must make your customers as happy, loyal, and profitable as possible. To do so, you are attempting to better understand your customer interactions. Primarily, you are relying on your company’s conventional wisdom and the “gut feel” of your executives about what your customers want from your company. While this approach might have worked in the past, it may not provide an accurate picture of your company’s existing relationship with your customers — and what new opportunities might exist to further enhance and expand your relationship.

Solution

We leverage a systematic methodology, our deep understanding of customer behavior, and a LAPIS toolset to rationalize this process. To do so, we follow a few simple steps. First, we map every touchpoint between the enterprise and their customers. Second, we evaluate service delivery at each touchpoint — from the customer’s perspective. Finally, we rationalize each touchpoint to enhance customer experience, improve customer loyalty, and increase share of wallet through more effective service delivery and cross-selling. We have refined this methodology over decades of work improving customer experience in the real-world, and have repeatedly proven that it creates happier customers and higher margins.

Understanding Customer Touch Points

You must make your customers as happy, loyal, and profitable as possible. To do so, you are attempting to better understand your customer interactions. Primarily, you are relying on your company’s conventional wisdom and the “gut feel” of your executives about what your customers want from your company. While this approach might have worked in the past, it may not provide an accurate picture of your company’s existing relationship with your customers — and what new opportunities might exist to further enhance and expand your relationship.

Solution

We leverage a systematic methodology, our deep understanding of customer behavior, and a LAPIS toolset to rationalize this process. To do so, we follow a few simple steps. First, we map every touchpoint between the enterprise and their customers. Second, we evaluate service delivery at each touchpoint — from the customer’s perspective. Finally, we rationalize each touchpoint to enhance customer experience, improve customer loyalty, and increase share of wallet through more effective service delivery and cross-selling. We have refined this methodology over decades of work improving customer experience in the real-world, and have repeatedly proven that it creates happier customers and higher margins.

Ensuring Change Program Success

All Organizations

You must ensure the success rate of your change program. To do so, you must first determine if your organization is ready to make this change. Primarily, you are focusing your planning process on the change program’s mechanics. Unfortunately, this ignores critical success factors including how engaged your employees are, whether they have the skills they need to adapt to the coming change, and if your organization’s design and processes are capable of driving your program.

Solution

We increase the success rate of change programs. To do so, we comprehensively measure the organization’s readiness for change and proactively fill any gaps we find that could derail the program. First, we develop a holistic picture of the change — including the environments that will change, the impact of the change, and the potential points of failure. Second, we engage and educate the end user of the change as early in the process as possible. Third, we define what new, necessary skills are missing and remediate those deficiencies. Finally, we design and install any new organizational structures and processes required to drive the change program — and to create an overall more agile and higher performing organization.

Ensuring Change Program Success

You must ensure the success rate of your change program. To do so, you must first determine if your organization is ready to make this change. Primarily, you are focusing your planning process on the change program’s mechanics. Unfortunately, this ignores critical success factors including how engaged your employees are, whether they have the skills they need to adapt to the coming change, and if your organization’s design and processes are capable of driving your program.

Solution

We increase the success rate of change programs. To do so, we comprehensively measure the organization’s readiness for change and proactively fill any gaps we find that could derail the program. First, we develop a holistic picture of the change — including the environments that will change, the impact of the change, and the potential points of failure. Second, we engage and educate the end user of the change as early in the process as possible. Third, we define what new, necessary skills are missing and remediate those deficiencies. Finally, we design and install any new organizational structures and processes required to drive the change program — and to create an overall more agile and higher performing organization.