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Michel Maire takes the helm at Hermione Retail – Galeries Lafayette

Michel Maire, partner at D&I – Dirigeants & Investisseurs , takes the helm of Hermione Retail, manager of 26 Galeries Lafayette department stores, to draw up and implement a plan to maintain business and safeguard jobs. FNW_1512339_Les-magasins-Galeries-Lafayette-geres-par-HPB-sont-desormais-pilotes-par-Michel-

Private Equity Magazine – January 2025

In the January 2025 issue of Private Equity Magazine, Patrick Bordessoule reviews the key features of D&I: Values: Ethics, Professionalism, Discretion, Efficiency. The operating model: independence, collegiality, operational integration – it’s always the firm’s partners who personally take charge of the assignments, which are always operational. Missions: performance improvement, turnaround, and more generally assistance to […]

Assistance Opérationnelle aux Entreprises

Faced with delicate transitions, companies often struggle to restore the confidence of their partners and turn around their operational performance. How can we navigate effectively between these critical phases? Let’s ask Patrick Bordessoule, Partner and Chairman of Dirigeants et Investisseurs. [download id=”3711″] Published in Informations Entreprise N°192, October, November, December 2024.

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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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