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  Management consulting











 
117418, Moscow,
Novocheremushkinskaja
street, 61

phone/fax: +7 (499) 128 81 64
phone/fax: +7 (499) 128 93 31



Management consulting

The company provides the following services in the field of management consulting:

1. In the field of organizational design:

  • Formation of organizational structure responsive to the challenges of the Company
  • Formalization of organizational structure, procedures and rules for its change
  • Elaboration of policies and procedures for changing (increasing) the Company’s staff number

What can the work be composed of?

  • Identification and analysis of the Company’s key functions and processes
  • Determining the optimum form of organizational structure
  • Organizational structure elaboration (optimization)
  • Formal securing of units functions (elaborating provisions for organization departments)
  • Formal securing of units functions, powers and responsibilities of chief executives
  • Elaboration of job descriptions templates for each unit
  • Elaboration of principles, rules and procedures for organizational structure adjustment
  • Elaboration of principles, rules and procedures for increasing units staff numbers

Problems to be solved with the help of this work:

  • Lack of structural units responsible for performing basic tasks and functions of the Company
  • Complicated organizational structure, blurred areas of responsibility and authority
  • Blurred functions between different subdivisions, durable and bureaucratic performance
  • Different interpretation of functions, responsibilities and powers of structural subdivisions
  • Lack of clear lines of responsibility and authority on the "crossroads" of functions of various subdivisions
  • Lack of uniform approaches and templates for job descriptions and other regulatory documents in the various subdivisions
  • "Constant" and chaotic change in the organizational structure

2. In the field of branch office and holding structure management:

  • Elaborating the concept of branch office and/or subsidiaries management, formulating the objectives of their activities
  • Creating the system of branch office and/or subsidiaries management
  • Elaborating the system of motivation for branch office and/or subsidiaries management to execute the policy of the "parent" Company
  • Benchmarking of branch offices and/or subsidiaries (identifying the objective and subjective reasons for different performance efficiency).
  • Organizing experience exchange.

What can the work be composed of?

  • Elaborating different options of approach to managing branch offices and/or subsidiaries, help in selecting one of them
  • Elaborating the guidelines for the allocation of powers between the branch offices and/or subsidiaries, and the "parent" Company
  • Identifying the goals of the branch offices and/or subsidiaries activities, and their reflection in both quantitative and qualitative indicators
  • Analysis of the required changes in management in accordance with the new concept
  • Preparation of action plan to implement the new concept
  • Elaborating the procedures for planning, monitoring, collection of reporting for branch offices and/or subsidiaries
  • Elaborating the templates for branch offices and/or subsidiaries reporting to the "parent" company
  • Elaboration of other internal corporate documents necessary for the management of branch offices and/or subsidiaries (branch regulations, subsidiary regulations, powers of attorney for the management, etc.)
  • Elaboration of rules and regulations for on-site inspections of branch offices and/or subsidiaries
  • Conducting training for branch offices on the new procedures, methods, etc.
  • Linking the indicators of branch offices and/or subsidiaries goals implementation with the system of management motivation
  • Elaboration of corresponding internal corporate documents
  • Creating the system of objective information collection on the performance of goals by branch offices and/or subsidiaries
  • Benchmarking of branch offices and/or subsidiaries that perform similar functions and tasks
  • Action plan formation to address the weaknesses of individual branch offices and/or subsidiaries
  • Elaborating the plan of transfer of expertise, best practices between branch offices and/or subsidiaries
  • Elaborating the system of indicators to objectively compare the efficiency of performance of branch offices and/or subsidiaries. The organization of their systematic collection

Problems to be solved with the help of this work:

  • Existing distribution of powers between branch offices and/or subsidiaries and the "parent" company does not correspond to the management perceptions
  • Overloading the "parent" Company with operating objectives and challenges of branch offices and/or subsidiaries
  • The development objectives of the Company or holding are not formulated or not communicated to each branch office and/or subsidiary
  • Discrepancy (or lack) of regulation of activities of branch offices and/or subsidiaries and the affiliates management approaches adopted by the "parent" company
  • Low visibility and insufficient control by the "parent" Company over the branch offices and/or subsidiaries
  • Long duration and complexity of branch offices and/or subsidiaries transition to the new procedures, methods, etc.
  • The interests of managers of branch offices and/or subsidiaries do not coincide with the interests of the "parent" Company and the objectives which it sets before branch offices and/or subsidiaries
  • The system of motivation of managers of branch offices and/or subsidiaries does not contribute to promoting the implementation of the "parent" Company goals or contradicts them
  • Lack of objective information on the status of implementation of goals by branch offices and/or subsidiaries set for them by the "parent" company
  • Branch offices and/or subsidiaries operate with significant difference in efficiency, reasons for this not being understandable or transparent enough
  • Lack of indicators and their calculation methodology which would enable objective comparison of efficiency of individual branch offices and/or subsidiaries

3. In the field of investment management:

  • Ensuring that the Company’s investment activities correspond to the general plan of the Company’s development
  • Implementation of project management
  • Management of investing activities performance plan
  • Increasing the accuracy of planning, monitoring investment costs efficiency

What can the work be composed of?

  • Elaborating the procedure of forming the plan of investment activities (regulations, formats, authority, etc.)
  • Elaborating the methodology for investment projects evaluation
  • Elaborating the rules for ranking investment projects in terms of their priority
  • Elaborating the procedures for the amendment and revision of investment plans
  • Delineation of authority between project managers and heads of business subdivision departments
  • Elaboration of document formats required for the formation of each investment project
  • Elaboration of criteria for the selection of investment projects
  • Elaboration of rules and procedures for the formation of project teams, etc.
  • Elaboration of procedures for planning, identification, analysis and evaluation of investment project risks.
  • The formation of the necessary forms and documents
  • Elaboration of investing activities control systems (procedures, formats, methods, etc.)
  • Elaboration of the system of experience accumulation and dissemination practices on the investment projects implemented
  • Elaboration of incentive systems aimed at supporting the system of planning and monitoring of investment activities

Problems to be solved with the help of this work:

  • Investment decisions taken being non-systematic in nature and aimed at solving localized problems only The Company's projects not achieving the desired result
  • Lack of rules for determining the priority of investment projects when making decisions on their necessity.
  • This may lead to launching low-priority projects to the detriment of those projects that are more consistent with the objectives of the Company
  • Lack of person responsible for the outcome of the project
  • Powers of the project managers being not defined or not formalized, the result being that project managers do not have the authority to manage the project
  • Lack of reliable and relevant information on the status of the investment project
  • Project documentation provided bein complicated and not structured
  • Management or employees not devoting enough time to participate in projects, focusing on the functional responsibilities instead
  • Project schedules being constantly violated due to failure to act from related branches
  • Lack of a uniform approach to the selection and elaboration of investment projects
  • Lack of system of investment projects control, as well as lack of data collection and analysis of information on the implementation of investment projects. This in turn can lead to insufficiently rapid response to unforeseen events and changes in the project scope
  • Lack of investment activities monitoring in geographically remote locations
  • Systematic underestimation or overestimation of resources necessary for the project implementation during its planning

4. In the field of operating activities management:

  • Implementing (streamlining) the systematic planning of costs and revenues in operating activities
  • Increasing the staff interest in the planning accuracy and compliance with budget constraints
  • Elaborating the system of operating costs control
  • Increasing the efficiency of company funds application

What can the work be composed of?

  • Elaborating the concept of budget management
  • Determining (elaborating) the optimal methods of financial-economic indicators budgeting and the interconnection between them
  • Elaborating the Company's financial structure
  • The distribution of responsibility between the centers of responsibility.
  • Elaborating the planning procedure (regulations)
  • Elaborating the formats of plans (budgets), methods of their formation, consolidation
  • Elaborating the principles of staff motivation in order to improve fiscal management, staff incentive techniques (eg, KPI)
  • Adoption of principles and methods of motivation into the overall system of Company control
  • Determining the optimal approach to operating costs control
  • Elaborating the procedures for operating costs monitoring
  • Elaborating the necessary formats, methods
  • Elaboration and/or optimization of payment system management:
  • Elaborating the system of long-term, medium and short-term cash flow planning
  • Elaborating the rules (policies) and procedures for accounts receivable management
  • Elaborating the rules (policies) and procedures for accounts payable
  • Elaborating the rules (policies) and procedures for operating placement of free funds
  • Elaborating the procedure for payments, their balancing and ranking
  • Elaboration and/or optimization of treasury management

Problems to be solved with the help of this work::

  • Operational budgets not meeting the Company's strategic plans
  • The concept and basic principles of fiscal management being disordered and changing constantly
  • Lack of a uniform system of reporting and planning documents, which leads to data incompatibility
  • The process of drafting and negotiating plans being delayed for a long period of time
  • Approved budgets not corresponding to the current needs of the company, branch office, subsidiary (program and needs of production, etc.)
  • Lack of information on the necessity of costs, which leads to the impossibility of objective decision-making on them
  • Systematic deviations from plans, both in price and volume
  • People in charge systematically violating budget constraints due to lack of interest
  • Lack of operational information on deviations from the plan, which arrives post-factum only
  • In case of change in plans of some business units, the plans of dependent units are either not changed at all or not changed quickly enough (for instance, in case of changes in production program the procurement unit continues to execute the outdated plan)
  • Unjustified increase in costs
  • Systematic cash gaps
  • High volume of accounts payable (accounts receivable)
  • Excess cash balances on the accounts of branch offices and/or subsidiaries
  • Lack of flexible schemes of funds transfer between settlement accounts of the company, its branch offices and subsidiaries

5. In the field of management accounting and automation:

  • Providing operational and reliable information to the company's management
  • Ensuring comparability of financial and managerial accounting
  • Statements collection provision under IFRS
  • Methodological support of the system of financial and economic management automation (planning, accounting and control)
  • Methodological support of the ERP class system implementation

What can the work be composed of?

  • Elaboration of managerial classifications (costs, expenses, cash flows, operating system objects and intangible assets, investment projects, etc.)
  • Cost calculation methodology elaboration
  • Elaboration of accounting policy for management accounting
  • Elaboration of procedures for management accounting and information gathering (responsible persons, deadlines, procedures, etc.)
  • Elaboration of data collection formats
  • Elaboration of methods of comparing information from different units of planning and accounting
  • Setting objectives for information systems improvement
  • Explanation of typical causes of systematic discrepancies, elaboration of procedures for analyzing and explaining the discrepancies
  • Selecting the method of reporting under IFRS
  • Elaborating the process and regulation of reporting
  • Organizing the process of reporting, elaboration of formats
  • Automation of reporting under IFRS
  • Audit and analysis of automated systems existing in the Company
  • Determining the goals and boundaries for the automation of financial and economic management
  • Elaboration of technical specifications for the automation of financial and economic management
  • Providing consulting services to the developer, clarification and correction of the initial problem definition.
  • Developer control, acceptance of work
  • Determining the needs of the Company in the automation of certain aspects of its work, prioritizing
  • Selecting the appropriate ERP system, implementation cost estimate
  • Determination of functional not supported by the ERP system or maintained improperly. Elaboration of technical specifications on automation
  • Determination of locations and methods of integrating ERP and other information systems of the Company
  • Control of the company implementing the ERP system, acceptance of work

Problems to be solved with the help of this work:

  • Insufficient analytics and detalization required for decision-making
  • Low efficiency and reliability of data
  • Lack of uniform method of management information formation
  • Non-transparency of management reports and their poor quality
  • Cost calculation methods based on accounting does not fully reflect the needs of the company's management in management information
  • Management and accounting data differing constantly, putting the reliability of management information in question as a result
  • Management and accounting data in circuits having different details, making the comparison impossible or compared to a very high level
  • Need to develop the process for the preparation of IFRS financial statements
  • Lack of formal description of the functionality required for automation
  • Selecting the software before making the decision on the volume of automation required for the Company, which may lead to the complexity of the automation down to a negative result
  • The complexity of determining the most appropriate software
  • Different treatment of the posed problem by the developer and the client
  • The need for specialized knowledge and expertise, as well as significant labor costs for the control of the developer
  • The achieved result of elaboration corresponding to the requirements specification but not meeting the needs of the Company
  • Lack of stage of analysis of ERP systems offered on the market, as well as the stage of analysis and decision making on functionality not supported by ERP systems or supported improperly
  • Duplication of data in various IP of the enterprise, lack of a single data source



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