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Nicolas Trouche joined D&I

After starting out in applied research for small and medium-sized robotics companies, Nicolas joined the Valeo group and developed a comprehensive career in technical, project and divisional management positions in France, Germany and Spain. At Faurecia, he managed a multi-activity industrial site and programs within the Seating BU. Nicolas joined the KUKA group in the […]

Damien Douchet joined D&I

Damien Douchet created the American subsidiary of a French consumer goods company and developed it in all 50 states. He sold his interests to found a consulting business helping European small and medium-sized businesses expand their activities in North America. He is now returning to France to serve D&I clients. Damien is an executive who […]

Damien Douchet joins D&I

Damien Douchet created the American subsidiary of a French consumer durables flagship and developed it in all 50 states; he then sold his interests to found a consulting business aimed at helping European SMEs / ETIs to expand their activities in North America. He is now returning to Europe to put his skills at the […]

Stéphane Majérus to join D&I in September 2021

After starting his career with the Winkhauss Group, where he managed 3 French subsidiaries, Stéphane went on to acquire a French company and merge it to create a French leader in the industrial sector. From 2016, he restructured 5 international subsidiaries of the Halma Group. His highly operational experience strengthens the D&I team.

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Securing results through operational management

One member of the diagnosis team is responsible for implementing the plan.

He intervenes either alongside the existing manager or as the actual operational manager if necessary.

The duration of a mission may vary considerably (on average from 6 to 9 months), depending on the time required for the effective implementation of the agreed measures, including the final handover.

His teammate takes on the role of controller, and ensures the smooth execution of the mission, in line with the expected quantifiable results.

Formal and periodic reviews are conducted by the team members themselves.

Each mission benefits from the collective experience of all D&l partners.

A plenary review of all ongoing missions takes place monthly. It includes a detailed progress report on the work completed, focused on expected performance.

From the company’s perspective, a progress review of the action plan is held twice a quarter with shareholders and/or senior management.

This review is in addition to recurrent business/finance meetings and is structured as a critical review: current status, parameters to be confirmed or modified, etc.

This system aims to ensure the success of the mission and the achievement of the expected results.

Operational diagnosis

It always serves a dual purpose:

  • Identify root causes of problems and dysfunctions, as well as the company’s key success factors
  • Draw up a quantified plan for improving operational performance or turning around the company, generally over 12 to 24 months.

 

Diagnosis is systematically carried out by a team of 2 to 3 associates to ensure the quality and relevance of the conclusions.

It takes 5 to 6 weeks and includes a mid-term critical review. A final, formal, and detailed report is submitted to the clients.

Communication of the Diagnosis

When D&I is entrusted with the management of the action plan, as agreed with the current manager, the diagnosis itself and its action plan are explained to operational managers, key people in the company and, more generally, to all stakeholders involved, in order to ensure their support for the program and their future involvement.

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