Effikra
Since 2014, Effikra supports leaders and managers
in implementing their strategic projects
and sustaining the results
Transformation is no longer a choice, companies companies evolve constantly and in depth under the combined pressure of the market, shareholders, employees, technological offers. However, the need to reinvent itself leads to multiple changes which combined cause a number of undesirable effects, inconsistencies and shifts.
The leaders we met were rarely put in trouble because of their strategy. On the other hand, they were much more criticized for their speed of implementation. Today, the time factor has become more critical as the environment evolves even faster than before. Suddenly, everything is accelerated: the work rhythms, the density of individual or collective changes, as well as the need to reconcile constantly between multiple temporalities that can cumulate or even compete.
This acceleration adds an additional pressure on leaders that can lead them to increase their risk aversion and thus delay their decision-making with the consequence of plunging the company into a wait-and-see situation and putting it at a slow pace… not to mention the general dissatisfaction generated both within their teams and among shareholders and clients.
At the same time, on the ground, we are witnessing surprising behaviors. The teams are pretending by multiplying external speed signals and tipping into the false emergency. We end up installing a surreal and stressful climate, the projects (often poorly positioned and insufficiently coordinated) multiply, the results obtained degrade despite the injunctions, teams abdicate their responsibilities by justifying their failures because of others…(!)
Effikra helps its clients on these different issues: securing the achievement of their objectives by finding new ways of performance, mobilizing employees in the implementation, facilitating the anchoring of change.
We are an agile structure with multidisciplinary skills integration to support you during the implementation
To be able to constantly realign their operations, identify and integrate skills and new services ad hoc, companies must innovate both in their business solutions as well as in the way of designing and implementing these solutions; the two being much more linked than we think.
To support them in this process, we have formed a team made up of professionals from the world of operations, technology, engineering and organizational management. In addition, we rely on an ecosystem of specialized partners (law, finance, communication, marketing).
Agility
A light structure allowing a personalized relationship with each of our customers and consulting advice to help them in decision-making.
∫∫ Expertise
A multidisciplinary team made up of consultants, operational people, digital specialists and experts recognized in their business.
Ethic
A management ethic based on strong human values favoring the posture of listening, conciliation and high standards.
Methodology
Commitment before action, taking into account ground situation and support change
Moving forward when future is uncertain and high expectations for innovation, agility and efficiency, has become common. To succeed despite uncertainties, changing parameters (and sometimes different motivations within teams), a few key principles guide our daily action.
Track record
Achieving ambitious results
by setting in motion its teams and those of others …
We work with management committees around their strategic projects, business owners, project managers and people responsible for major changes. We have collaborations with industrial and services sectors, large companies and mid-size ones : agro business, media, insurance, automotive, banking, purchasing, distribution, renewable energies, accomodation, logistic, client relationship management, health, transportation (airlines, airports & railways), public organizations, non-profit. Below you will find some examples of interventions grouped in our skills areas.
Executive interim management
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- REN – Mission for a company specialized in renewable energy construction (wind and photovoltaic) operating in France and internationally. In this context, three priorities were set by the shareholders. Priority No. 1: performance management and the reliability of the indicators reported in order to make fully informed decisions. Priority No. 2: the financing strategy with the objective of increasing equity, the self-financing capacity and bank loans were no longer being sufficient to absorb the strong growth potential. Priority No. 3: the organization and governance of tomorrow with operational efficiency and flexibility as the common thread.
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- FINTECH – Mission for an electronic money operator operating in four European countries wishing to launch a banking activity on a European scale. The objectives set by the shareholder are to launch the product on the market, streamline operations and reduce operating losses, prepare the organization for scaling up. Various projects have been launched, including the definition of a global roadmap, the restructuring of IT engineering with the recruitment of a CTO, and the simplification of the service architecture. In addition, an HR project was initiated by defining the HR organization of tomorrow via the recruitment of an HRD.
Merger & Acquisition
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- BANKING – Merger between two fintechs: offering B2B and B2C banking services. Start of talks with shareholders and managers, study of development strategies and operationg models, financial analysis and capital distribution methods, people review and the technological audit. Verifying the possibility of realizing the expected synergies of costs, know-how and income within the targeted deadlines.
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- REN – Acquisition of a failing company specialized in the construction of photovoltaic parks and suffering from a lack of liquidity. On behalf of investors, our work consisted of developing a recovery plan by rethinking the company’s strategy and making the most of its assets to ensure long-term profitability.
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- DISTRIBUTION – Strategic merger between two SMEs in the distribution sector with the ambition of creating a significant group size on their market (turnover > €100 million ). Analysis of the market and competitiveness of the possible common target, identification of growth levers and assessment of the impact of the operation on governance, operations as well as on the legal and fiscal aspect.
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- AGRI – Supporting acquisition process by providing support to the Managing Director of an equipment distributor in external growth strategy: technical assistance in the acquisition process of targeted companies (evaluation, negotiation, coordination of various experts), preparation of the company to absorb growth (governance, key recruitment, change management, etc.), structuring integration methodology.
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- MEDICAL – Accelerate the integration of acquired companies through a the devlopment of a transversal methodology which facilitate and guarantee the achievement of synergies agreed with shareholders within the timeframes of the business plan.
High impact projects Implementation
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- REN – Developing the solar installation strategy for a major European retailer. After modeling consumption and identifying the most suitable production system, we built the economic model based on production simulations, integrating the issue of reducing consumption and optimizing it.
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- AIRLINE – Commercial restructuring of an airline company operating in the EMEA region inorder to increase its competitiveness and align its business practices with international standards. The planned developments cover the offer both in terms of Origin-Destination and passenger services, pricing, distribution as well as management practices by exploiting opportunities brought by new available technologies.
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- AUTOMOTIVE – Supply chain & maintenance: implementing a strategy for maintenance parts for a tier 1 automotive supplier, implementation of information sharing between several factories to create common referencing of maintenance parts. The latter allowed the acceleration of standardization, the reduction of the group’s stocks and the improvement of equipment availability.
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- Supply chain digitalization : digitalizing the supply process for an automobile manufacturer, implementation of a business solution that allow all players in the supply chain de follow arrivals in real time. Moreover, this project allowed an immediate reduction of the WCR by reducing the level of inventory security, optimizing production planning while reducing the rate of line breakages due to component shortages.
Digital & Information system
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- Software architecture: building the roadmap for redesigning the software architecture of a neobank. The main challenges are to secure interconnection with partners, to reduce the time to market for new services and recurring costs. Among the validated projects: the rewriting of the “core banking”, the re-architecting of the monolithic applications portfolio, the review of the entire database model.
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- IS & Digital master plan: deploying a digital strategy into operational projects via the construction of a master plan for the information system and digital services, the revamp of overall technical infrastructure and the review of the IT department operating model.
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- IS re-internalization: internalizing an entire information system to cover the risk of failure of the host. Overall management of the IS takeover operation: sizing of the target architecture, recruitment of service providers, negotiation with the supplier to guarantee continuity of services.
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- Rescue projet in trouble: resumption of the works of an ERP supply chain project for a leading industrial central purchasing in France. Project management, stabilization of the tool and reduction of the impact on customers, support to the President for the management of disputes with the software integrator.
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