What
What we do
Processes
that create
value
All companies have their own strategies.
From these derive the business models that enable the strategies to reach the market.
Processes serve to ground the business models. We analyze, redesign, and transform companies' processes.
We work with organizations that want to increase their performance and to do so they need processes that are effective, efficient, people-focused, digital, sustainable, and profitable.
We work in each of these four macro-processes with the aim of increasing their performance
Scientific approach
Each of our projects follows five stages, following the logic of the scientific method:
Scan, the analysis of the current state
Design & Plan, the design of future state scenarios, choosing the most correct scenario, and planning the steps to get there
Do, the implementation phase
Check, the verification of results based on previously defined KPIs
Act, the stabilization and standardization phase of the new processes
All companies evolve but at different levels
The evolution of change
We act at all levels of change
/IMPROVEMENT
.01

Change
Timely
/TRANSFORMATION
.02

Change
Linear
Linear
/DIRECTION
.03

Change
Aligned
Aligned
/EVOLUTION
.04

Change
Systemic
01.

/IMPROVEMENT

Timely Change
All organizations make what we call point change: a series of improvement foci that typically act on the individual phase/operation/position, but do not impact the organization.
In this context, we offer training activities and workshops related to specific skills or problems. A preparatory phase, in which to introduce the first structured techniques and then trigger deeper evolution.
In this context, we offer training activities and workshops related to specific skills or problems. A preparatory phase, in which to introduce the first structured techniques and then trigger deeper evolution.
Increase corporate awareness by promoting interaction with contexts where feasibility, benefits, and opportunities from change are tangible
- Events
- Dojo
- Lean study tour (Japan and Italy)
- Example visit
- Sojido
Increase knowledge, skills and competencies of resources on lean system issues with active involvement
- Didactics (Japan and Italy)
- Laboratory (Japan and Italy)
- Workshops (field exercises)
To increase the performance of companies and achieve concrete and measurable results with specific KPIs by operating at the point level of individual phase
- Punctual project (improvement site)
- Mentoring
02.

/TRANSFORMATION

Linear Change
At this stage, transformation with a process logic begins – lean begins.
This is where the bulk of the transformation takes place. It requires a change in people's perspective. A multiplicity of practical, concrete activities are introduced by working on one process at a time.
Transformation brings benefits to the income statement.
03.

/DIRECTION

Aligned Change
The change that leads to aligning processes with each other, transcending the boundaries of the individual flow. Processes are found to be aligned with strategies thus affecting the entire organization.
This is the stage where lean begins.
This is the stage where lean begins.
Extend improvement outside the business context by going to identify opportunities and threats within the network consisting of the supply chain to the distribution chain where the company is located.
Defining supplier linkage strategies based on the parameters of Resilience, Responsiveness, Regularity, Relationships and Accountability, aligning this with the logic of process and customer value.
Implementation of economic and financial metrics that properly measure processes and support management in decision making.
Align the organizational model with process and customer needs, removing interfaces between functions that slow the evolution of performance and growth.
04.

/EVOLUTION

Systemic Change
In the long run and on the predominantly cultural side, the process dimension and the people dimension connect.
At this stage there is no longer a distinction between those who work and those who improve: change becomes an essential part of the corporate culture and the work of managers; the organization becomes a source of inspiration for others - achieving a status of excellence.
At this stage there is no longer a distinction between those who work and those who improve: change becomes an essential part of the corporate culture and the work of managers; the organization becomes a source of inspiration for others - achieving a status of excellence.

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