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Welcome, What can we do for you?

Why do the majority of Business Transformation and Continuous projects fail?

The business press is full of stories about successful projects that turned around failing companies, improved product and service quality to approach zero defects and added millions to the bottom line. But for every documented success there are many unwritten stories of failed projects, floundering initiatives and unrealised objectives. And even if one goes back to the published successes after some years we often find that early successes have faded and improvement was only temporary.

So why is it so hard to create sustainable improvement? The answer is that too often the requisite conditions for sustainable success do not exist within the organisation. Despite energy and the initial momentum the obstacles persist.

The ACTIVmanagement Difference

Obstacles to achieving the potential, laid out in the Mission of the business exist in many forms. Improvement projects often treat the symptoms of a performance issue without attacking the real cause or establishing the requisite conditions for success. Just as a tree will not grow correctly in the wrong soil, no matter how much fertilizer you give it, so will the best laid projects fail to realize their potential if requisite conditions do not exist.

ACTIVmanagement can correctly identify the root causes in a bottom-up approach, just as one can establish the health of a tree by looking at its leaves. ACTIVmanagement can then introduce the appropriate intervention in a top-down approach taking into consideration the elements of Structure, Work Management and People Management to achieve sustainable Business Transformation.

What’s in a Name?

When people start their careers they start as engineers, accountants, lawyers or some other profession for which we have received some formal training. These skills are highly valued by organisations but as individuals more up the hierarchy they become managers but get little formal training in that regard. Some people become good managers just as some parents are good parent naturally but many never figure out how to acquire the required management skills in their professional context. Yet without actively managing the people for whose output the manager is responsible the results are likely to be below expectations. ACTIVmanagement is about moving from passive supervision to actively managing the Human Capital in an organisation and creating the systems and processes that will imbed ACTIVmanagement into the culture on an enterprise.