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Nicolas Trouche joins D&I

After starting out in applied research for small and medium-sized robotics companies, Nicolas joined the Valeo Group, where he 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 […]

D&I: backing up private equity investments

[vc_row][vc_column width=”1/4″][vc_single_image image=”2056″ img_size=”full” alignment=”center” image_hovers=”false”][/vc_column][vc_column width=”3/4″][vc_column_text] 2020, the year of great change The suddenness and scale of the current crisis is putting most companies in difficulty. While the most fragile are being hurled towards collapse, others are exhausted managing the weaknesses that the crisis has amplified. Don’t face the crisis alone In this context, […]

Jérôme Bourgoin joins Dirigeants & Investisseurs

Dirigeants & Investisseurs, the specialist in operational assistance and benchmark in corporate performance improvement, welcomes Jérôme Bourgoin. After starting his career as Investment Director in an investment fund (21 Centrale Partners), then as Managing Director of an investment bank (Pinatton Finance), Jérôme has managed structures in phases of growth, transformation and complex situations, often in […]

Philippe Lang joins Dirigeants & Investisseurs

Philippe Lang joined Dirigeants & Investisseurs on August 20. A graduate of the Ecole Centrale de Paris and holder of an MBA from INSEAD, Philippe began his career as a consultant with Andersen Consulting, before joining industry-leading companies such as Eli Lilly, Valeo and Faurecia, where he managed subsidiaries and steered major transformation programs. Since […]

Décideurs directory “Strategy, Reorganization & Restructuring 2017-2018” D&I page

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Michel Maire appointed Chairman of Dirigeants & Investisseurs

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Laurence Pillot joins Dirigeants & Investisseurs

[vc_row type=”1″][vc_column][dt_default_button link=”url:https%3A%2F%2Fwww.di-groupe.com%2Fwp-content%2Fuploads%2F2018%2F07%2F2017-09-Laurence-Pillot-rejoint-Dirigeants-Investisseurs.pdf||target:%20_blank|” size=”medium” icon=”JTNDaSUyMGNsYXNzJTNEJTIyZmFzJTIwZmEtZmlsZS1wZGYlMjIlM0UlM0MlMkZpJTNF”]Read the press release[/dt_default_button][/vc_column][/vc_row]

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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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