Performance improvement

At EffCo, we take care of this!

Since 1994, EffCo has accompanied close to 200 clients in diverse lines of business in implementing sustainable transformations. Today, 70% of all corporate transformations fail due to lack of vision, resources and time constraints, and in-house political power play, but most of all due to a lack of ownership from both management and leadership. Our objective is to assist businesses in successfully and sustainably achieving transformation and becoming more competitive. The EffCo concept is founded on three cornerstones. The implementation of sustainable improvements instead of writing glossy reports, creating a broad level of support within wide layers of the company, and the transfer of our know-how in the field of sustainable improvements to the organizational tissue of our clients.

Unidimensional continuous improvement initiatives are destined to fail. At EffCo, we strongly advocate working simultaneously from three different perspectives. We work simultaneously on customer delight, engaging employees, and boosting efficiency and effectiveness.

We employ hand-picked professionals with solid values and extensive industry knowledge of our practices to accomplish this. Our consultants are highly trained human navigators with a fantastic sense of curiosity and urge to bring change to successful completion.

Because of our considerable experience in various industries in different work cultures, we fully comprehend both the sensitivities and the business dynamics of our respective clients.

After the initial quick scan, successful performance improvement projects consist of four clearly differentiated stages:

1) During the identification phase we will ensure that the improvement potential is charted exhaustively so that top management can set priorities, but equally important, we will also get staff and managers to truly embrace these performance improvement goals.

2) In the development stage, we support our clients in the development of optimized working practices and our primary role is that of trusted coach, time-keeper, catalyst, and accelerator.

3) During the crucial implementation phase, we do not write glossy reports, but instead, go inside the organization and on the work floor to actually test and deploy the improvements. Our key added benefit is to handle resistance to change and transform this into motivation and a willingness to change.

4) During the concluding phase of each project, we will ensure that the improvement achieved in terms of processes and managerial behavior will actually be embedded in the units and that managers and supervisors will be able to continuously improve on their own.

Performance improvements can be carried out in a “wall-to-wall” setting, selected well-defined sections, or, for instance, only in corporate headquarters which have been overseen in improvement exercises for too long.