Excellence hides in the marginal
"Thinking Marginal", is to make an incremental effort for an exceptional impact,
In a post-merger context , it means pulling teams up by considering that success is the best way to motivate
According toMcKinsey, 60% of buyers consider that institutionalizing new ways of working is one of the 4 conditions for successful integration
"Thinking marginally" is a common thread that allows teams from different universes to converge towards the same objective by standardizing the sharing of best practices and accelerating synergies.
We support the" project " teams , the organization " purchases " and the" development " teams, marketing and sales, to outperform by proposing innovative, unconventional, agile schemes while transferring our know-how.
We aggregate differences in cultures , best practices , company history , their "DNA" , the logic of organizations and the state of the art on the market.
We can also become your best administrators to support your company in its development in France but also internationally.
THE CUSTOMERS WE HAVE WORKED FOR
Purpose
In a post-merger context, the success of the integration lies in the ability to bring out a new culture and deliver the synergies that motivated the operation.
In a recent Deloitte survey, only 23% of managers have ranked effective post-merger integration as the most important factor leading to a successful M&A.
Given the financial stakes of a successful integration , this low percentage reflects that too many leaders still think that integration is only a mere formality and that the teams will have no choice but to work together.
On the other hand, between doing it and doing it well in an efficient way , there is a very big difference in the effectiveness of the new organization, the achievement of the expected financial results and the ability to create a new culture. .
This is where “thinking marginal” comes into its own especially in the role of administrator .
To think marginal is to reconsider the effort according to the impact, it is to pull the teams up considering that success is the best way to motivate
We support the "Projects" teams , the "purchasing" organization and the "marketing and commercial development" teams to outperform by offering innovative, unconventional, agile schemes while transferring our know-how .
Points forts de "Penser marginal"
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Ce livre est conçu comme un manuel, un recueil de meilleures pratiques.
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Un formulaire d'évaluation des compétences actuelles est disponible pour identifier les domaines nécessitant des améliorations.
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Une approche progressive et incrémentale est proposée pour renforcer la capacité à interpréter les situations managériales.
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Des clés sont données pour de gagner du temps dans le but d'élaborer sa stratégie, allouer judicieusement ses ressources, discerner l'essentiel du superflu, et se concentrer davantage sur l'impact des décisions.
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Des outils pratiques sont inclus pour améliorer la communication et développer son réseau, particulièrement dans des environnements très politiques d'entreprise.
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Une feuille de route simple et structurée est présentée, proposant des actions concrètes à mettre en œuvre au quotidien.
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Des exemples concrets sont intégrés pour éclairer les principes de management.
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Une synthèse est proposée à la fin de chaque nouveau concept ou sujet abordé.
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Chaque chapitre est conçu pour développer une compétence spécifique.
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L'ensemble des chapitres vise à développer la capacité à agir avec une longueur d'avance, à renforcer le leadership, les qualités entrepreneuriales, et ainsi à accroître l'attractivité et la résonance professionnelle.
Bilingual French, English
Expert in Post-Merger Integration,
Procurement, Business Development &
Project Management
Quadrilingual French, English, Ukrainian, Russian
Expert in Marketing/Communication Strategy & International Brand Management
