1. Insufficient or no monitoring and prospective analysis of markets, client needs and expectations, competitive positions and potential acquisitions to enable them to anticipate evolutions, risks and opportunities.
    

2. A lack of understanding of the strengths, weaknesses and values of the company upon which to build a differentiated positionning and strategies appropriate to its' fundamentals, changing environment and customer needs.
    

3. Too much focus on the daily business and operational problems to take the step-back required to optimise operations from design to delivery.
    

4. A deficit in marketing and commercial culture to effectively analyse and bring offers to market
    

5. A lack of understanding and utilisation of the competences, talents and complementaritiés to leverage in order to develop and deploy the strategies, organsation and actions appropriate the company's objectives and development

 

... are some of the key issues which hinder the proper functioning and growth of companies day after day. And, given their constraints of time, means and resources, they are unable to apprehend and exploit all the levers necessary for their development.
 

Yet, in over 90% of cases, the issues identified can be resolved by the existing means and resources in the company, with perhaps one or two carefully selected external hires, if, and only if, strategy, know-how, human resources and key activities are considered as an indivisible and interdependent whole, where People are a value and not a cost.

 

Indeed, most of the time business issues and strategic thinking remain decorrelated from all the capacities and the resources of the company responsible for implementing the proposed solutions. Even during a transformation programme, resources and solutions are rarely analysed simultaneously to understand how to deploy, by activity and key stage, the capacities and complementarities most suited to achieving the objectives.

 

However, as countless interviews and analyses have shown, those resources often have ideas and capacities which are unsuspected and unused, because operating in roles and responsibilities oft far removed from the key competences in which they prove to excel.

Assessing, in parallel, business issues, needs, required actions and the potential of existing resources allows one to reallocate all or part of the resources, or of their time, to the activities, roles and responsibilities most appropriate to the needs of the company and the potential identified. And thereby think through and deploy the solutions and the organisation most suited to the evolutions of the environment, the company and the employees.

 

This reconciliation, confirmed by the performance and motivation demonstrated by these resources after being reallocated and combined astutely, appears to be the only lasting and economically viable lever which will allow companies to reconcile uncertainty with continuing development.