Performance Improvement

Our mission has always been operating and financial performance improvement for our clients in order to accelerate positive change. Whether serving as trusted advisors in effective performance management or in interim roles, we work with and grow the Fortune 500 and FTSE 100.

Succeeding requires agility, performance development, and a radically different way of thinking about strategy and execution.  As experienced performance improvement partners, we bring an approach built on the firm's operational and restructuring heritage and core principles: speed of analysis, practical business expertise and hands-on delivery.  Our teams work with companies to drive significant, sustainable business performance improvement across their operations, seizing the right growth opportunities and improving profitability in the face of top and bottom-line challenges.

Whether serving in a process improvement advisory capacity for an underperforming company or in interim management roles, we draw on a deep operational heritage and proven approaches, such as our proprietary diagnostic - the Rapid Results  Program, which helps to quickly and effectively assess business process management risks and identify key areas impeding performance.

We help companies to tackle complex performance improvement challenges, grow and realize value creation opportunities. Because each circumstance is unique, solutions are always tailored to the specific business context and needs with actions that are realistic, achievable, and most importantly, sustainable. Our approaches to analysis and execution are equally applicable to businesses at any stage in their development, from companies rapidly outgrowing their current operating model to those struggling to reignite profitable growth.

The world is changing and changing fast. Competitive advantage will go to the agile, innovative and early adopters. Business performance management will need to be rethought to protect trust and enable the successful execution of winning strategies.

Mark Paling: 'Big Bet' Initiatives: On time and on budget is not enough