Finding Gold in the Mountains

“Realizing the full potential of a company is somewhat like looking for gold in the mountains.”

With SCORE we analyze the business drivers and then work bottom up to forecast the outcomes. We can then clearly quantify the gap with top down targets that have been set. The teams then use their knowledge, experience and creativity to identify potential scenarios.

Once the scenarios have been assessed for their impact on profitability, we finalize the strategy reaching a consensus and ownership the plan. That the plan can be expressed in the form of Business Balanced Scorecards aligns perfectly with the Philips BEST approach.

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WHITE PAPER: The switch to mobile phones calls for an agile response from the incumbent European Telecommunications industry

Fixed-line operators in developed economies are facing a future of little or no revenue growth as their traditional core business – voice telephony – is cannibalised by mobile telephones.

Years of state monopoly and evolutionary change have left fixed-line voice services ill equipped to meet the dual demands of the rapid technological shift and market liberalisation. Contrast the shorter innovation cycles for mobile telephony – already into its 3Generation (3G).

With few exceptions, incumbent operators so far have failed to renew revenue growth in their core fixed-line businesses. While broadband helps, it is still a long way from becoming a mass-market product capable of compensating for declining voice volumes. It also cannibalises second lines and dilutes profit margins.

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Meeting waste targets

After receiving a negative Best Value rating for Waste Management Services, Lincolnshire County Council recognised the need for a catalyst to dramatically improve their performance. The vehicle they chose was europartnership's Performance Driven Management (PDM) programme.

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True Cost of Service

Due to our unique approach, we were commissioned by the Manager of the Barnardo's Blackpool Project to assist a newly formed Senior Management Team with some strategic planning and management development.

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LPSA strategy setting

Lancashire County Council and the Government have entered into a Local Public Service Agreement (LPSA) that will cover the period of April 2003 to March 2006.

The broad themes for Lancashire's 12 LPSA targets are improving the life chances for young and older people, with a specific focus on partnership working, community cohesion and inclusion.

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Building the Corporate Strategy

Futures for Children is a fostering agency that specifically provides family placements for children and young people 'looked after' by local authorities.

Futures for Children (FFC) started out as a small business and enjoyed a fast growth in its first two years. In years three and four the business saw a plateau in its growth. FFC drew upon europartnership's specialised experience in building corporate strategies to develop the business and its growth for the future.

FFC employs 32 full time staff, of which 8 make up the Corporate Management Team.

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Support in bridging the gap

europartnership working alongside Hertfordshire County Council with continuous improvement and the balanced scorecard implementation.

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Castle Point Borough Council adopts the Performance Driven Management (PDM) approach

Castle Point Borough Council has taken steps to improve its service delivery and achieve sustainable continuous improvement. To do this, it embraced the concept of Performance Driven Management (PDM).

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