Effikra
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.
Leaders we meet are rarely put in difficulty because of their strategy. They are much more criticized for their speed of execution and implementation. Change absorption is lower than technologies or organizations ones, and thus we often witness surprising behaviors: people pretend by multiplying the external signs of speed and falling into false urgency. We end up by creating a surreal and unnecessarily stressful climate, projects (often poorly positioned and insufficiently coordinated) multiply, the results obtained deteriorate as soon as the pressure of the project is released… and in the end behaviors are often little changed.
Effikra helps its clients on these different issues: securing the achievement of their objectives by finding new performance paths, mobilizing employees in the implementation, facilitating the anchoring of change in organizations
We are an agile structure with multidisciplinary skills integration
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 staff, 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.
Approach
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.
Références
Achieving ambitious resultsby setting in motion its teams and those of others …
We work with management committees around their strategic projects, business project managers, information systems 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, energy, accomodation, logistic, client relationship management, health, transportation (airlines, airports & railways), public organizations, non-profit… Below you will find some examples of interventions grouped in the following 4 areas: “Merger and acquisition, startup” “Technology & Information system” “Operations transformation” “Data, AI & new uses”
Merger and acquisition – Startup
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- Merger between fintechs: evaluate the opportunity of the 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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- Acquisition of companies: supporting the General Management of an equipment distributor in its external growth strategy: technical assistance in the acquisition process (evaluation of targets, negotiation, experts coordination), company growth blueprint (governance, key recruitment, change management, etc.), integration methodology design.
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- Strategic merger: lead discussions (go between) of a capital merger between two SMEs in the distribution sector, with the aim 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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- Acquisition of companies: supporting 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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- Startup seminar: preparing the organization of the first internal seminar for a start-up in the catering business. This seminar aimed to share the vision and anchor the new operating model of the company. We also assisted the CEO in his preparation for speaking.
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- Acquisition process industrialization: accelerate the integration of acquired companies through a transversal methodology which facilitate and guarantee the achievement of synergies agreed with shareholders within the timeframes of the business plan.
Data, AI & new uses
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- Automation via AI: develop a solution combining AI and other technologies to make a breakthrough in the dispatch of incoming emails from a bank’s payments back office. This development allows significant reduce in load disruptions in the processing and flow transfers inter-departments which impact the quality of service and team productivity.
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- Generative AI: carrying out a proof of concept aimed at rewriting the code of obsolete applications, formalizing the algorithms of undocumented programs and increasing the productivity of a fintech’s IT team. This work allowed the executive team to better anticipate what AI could bring today and tomorrow, what kind of projects could be launched and how to organize itself to move forward.
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- GDPR: building the compliance roadmap for a private foundation with significant real estate assets. Resumption of scoping work to establish a roadmap of prioritized actions to respond to the challenges and taking into account the limited room for maneuver.
Operations transformation
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- Commercial restructuring: establishing the transformation plan for an airline operating in the EMEA region 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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- Reorganization preliminary study : defining and making stakeholders accept a new accounting and financial organization for an association structured by regional branches collecting +800 millions euros per year.
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- HR function: strengthening the role and professionalization of the HR function for a company specializing in purchasing. The role of the HR function becomes a major lever to successfully meet the company’s challenges (reduction of the scope of regional agencies, integration of new employees, business development, digital transformation) and support the changes brought.
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- 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.
Information system & technical infrastructure
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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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- Merger between fintechs: evaluate the opportunity of the 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.
-
- Acquisition of companies: supporting the General Management of an equipment distributor in its external growth strategy: technical assistance in the acquisition process (evaluation of targets, negotiation, experts coordination), company growth blueprint (governance, key recruitment, change management, etc.), integration methodology design.
-
- Strategic merger: lead discussions (go between) of a capital merger between two SMEs in the distribution sector, with the aim 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.
-
- Acquisition of companies: supporting 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.
-
- Startup seminar: preparing the organization of the first internal seminar for a start-up in the catering business. This seminar aimed to share the vision and anchor the new operating model of the company. We also assisted the CEO in his preparation for speaking.
-
- Acquisition process industrialization: accelerate the integration of acquired companies through a transversal methodology which facilitate and guarantee the achievement of synergies agreed with shareholders within the timeframes of the business plan.
Data, AI & new uses
-
- Automation via AI: develop a solution combining AI and other technologies to make a breakthrough in the dispatch of incoming emails from a bank’s payments back office. This development allows significant reduce in load disruptions in the processing and flow transfers inter-departments which impact the quality of service and team productivity.
-
- Generative AI: carrying out a proof of concept aimed at rewriting the code of obsolete applications, formalizing the algorithms of undocumented programs and increasing the productivity of a fintech’s IT team. This work allowed the executive team to better anticipate what AI could bring today and tomorrow, what kind of projects could be launched and how to organize itself to move forward.
-
- GDPR: building the compliance roadmap for a private foundation with significant real estate assets. Resumption of scoping work to establish a roadmap of prioritized actions to respond to the challenges and taking into account the limited room for maneuver.
Operations transformation
-
- Commercial restructuring: establishing the transformation plan for an airline operating in the EMEA region 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.
-
- Reorganization preliminary study : defining and making stakeholders accept a new accounting and financial organization for an association structured by regional branches collecting +800 millions euros per year.
-
- HR function: strengthening the role and professionalization of the HR function for a company specializing in purchasing. The role of the HR function becomes a major lever to successfully meet the company’s challenges (reduction of the scope of regional agencies, integration of new employees, business development, digital transformation) and support the changes brought.
-
- 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.
-
- 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.
Information system & technical infrastructure
-
- 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.
-
- 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.
-
- 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.
-
-
- 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.
- Commercial restructuring: establishing the transformation plan for an airline operating in the EMEA region 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.
- Reorganization preliminary study : defining and making stakeholders accept a new accounting and financial organization for an association structured by regional branches collecting +800 millions euros per year.
- HR function: strengthening the role and professionalization of the HR function for a company specializing in purchasing. The role of the HR function becomes a major lever to successfully meet the company’s challenges (reduction of the scope of regional agencies, integration of new employees, business development, digital transformation) and support the changes brought.
- 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.
-
- 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.
Information system & technical infrastructure
- 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.
- 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.
- 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.
-
- 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.