The need for a well-designed business transformation process may be caused by external changes in the market such as an organisation's products or services being out of date, funding or income streams being changed, new regulations coming into force or market competition becoming more intense.

“From the moment we met him, Dror Aviv managed to understand our needs at a very fundamental level. He  designed the right solution, almost like he read our minds. We felt we were truly on the same page and are delighted with the accuracy of our new approach.”

Motzi Bar-Navon, CFO at University of Ariel

The business transformation process incorporates both Business Process Reengineering (BPR) and Business Process Management (BPM) and is widely used to:

  • Increase Revenue or Market Share
  • Improve Customer Satisfaction
  • Cut Operational Costs

Business transformation is achieved by one or more of realigning the way staff work, improving how the organisation is structured, redefining the core product or service portfolio of the business and exploring how technology is used.

Our holistic process transformation encapsulates several disciplines and business transformation methodologies, like:

  • Business Architecture
  • Business Analysis
  • Root Cause Analysis
  • System Analysis
  • Industrial Engineering
  • Accounting
  • Forensic Accounting
  • Risk Management
  • Lean Auditing
  • Big Data Application

But beneath these complex business transformation methodologies underlies the attention we give to the people with whom we work with within your organisation to deliver your ideal business transformation model.

This process transformation can lead to developing new competencies and making better use of the existing ones.

Let us explain. For example, change management means implementing finite initiatives, which may or may not cut across the organisation. The focus is on executing a well-defined shift in the way things work.

We see process transformation as another animal altogether. Unlike change management, it doesn’t focus on a few discrete, well-defined shifts, but rather on a portfolio of initiatives, which are interdependent or intersecting in one single process.

It’s much more unpredictable, iterative, and experimental. It entails much higher risk.

But the overall goal of the business transformation process is not just to execute a defined change, it is far more important than that – it is to reinvent the organisation and discover a new or revised business transformation model based on the vision for the future.

See our recent case studies