Processes, technology and integration
The right technology starts from processes and expected results, not from a vendor’s catalogue. We help you choose systems, integrate them after an acquisition and bring artificial intelligence where it creates value, with the experience of people who have run the information systems of large groups.
When does it help?
- You need to choose an ERP, a WMS or a CRM
- You have an acquisition to integrate, or a business to separate
- Your IT set-up holds back growth, costs too much or depends on a few people
- You want to bring artificial intelligence to real processes, beyond pilot projects
- For a period, nobody is leading information systems
What do we do?
- Independent selection of ERP, WMS and CRM: requirements drawn from processes, business case, tender, contract negotiation, oversight of the implementation
- Operational and IT due diligence: before an acquisition, systems, processes, contracts, integration risks and hidden costs
- Post-acquisition integration: systems, processes and people, with a repeatable method, invaluable when acquisitions are many
- Separating a business (carve-out): systems of the new entity, data migration, transitional services (TSA) with deadlines under control
- Artificial intelligence on processes: where it really helps and where it does not, usage rules, human oversight
- Digitalising flows: orders, documents and customer service; connecting machines, instruments and sensors to business systems
- Interim roles: head of information systems or programme management, for as long as needed
Why independent?
We do not sell software and have no agreements with those who do. Recommendations come from your processes and your numbers. In a tender, this also means being able to negotiate for real.
What about artificial intelligence?
We bring it where it makes sense, not everywhere. First we separate repetitive activities, those that require calculation and those that require judgement. Only then do we choose between conventional automation, artificial intelligence or neither, with clear usage rules and people in control of the results.
Where do we start?
From processes. Without a clear reading of how the company works, a new system risks reproducing the flaws of the old one, customisation after customisation. That is why selection and integration often start with a process diagnostics. Then we stay with you during execution, at the moments that decide whether the project succeeds.
From our experience
A laboratory diagnostics group, owned by private equity funds, was growing through acquisitions. The systems, processes and organisation of 16 companies acquired one after another had to be integrated without interrupting service. With a repeatable integration method, each integration was completed within six months of closing, within the timeframes set by the transitional agreements.