To keep pace with a changing world, operational excellence is no longer a luxury but an imperative for most organizations. Problem is, high-level strategies often don’t easily translate into actionable initiatives.
That’s where we come in.
Olympia builds the bridge between ideas and execution. We’ve done it before, many times, and have an enviable track record of accomplishments — from start-ups to restructurings and turn-arounds. Throughout the often-challenging journey, our approach instills confidence in the strategy and provides comfort in the execution.
Achieving operational excellence is often cast as a numbers game — cut here, spend more there, and optimize elsewhere. But pure financial plays have tired. Sure, projections and models are important, but they’re no longer sufficient. And throwing money at slick PowerPoints, hoping that they someday translate into reality, is and always has been a deeply flawed strategy.
As recent events have so clearly demonstrated, when things go wrong, the ability to get to bottom of the problem tends to be missing — even from once-enviable business models. As executives shift their focus away from financial engineering, they are being forced to rethink the business — and to find new, improved ways of doing business.
When analyzing an organization — whether as a client or a potential acquisition target — we make no assumptions about its capabilities. Rather, we perform an opportunity assessment — a diagnostic that examines the value chain from one end to the other and identifies not only the obstacles but also the opportunities. With better visibility into the operations, we then ask, “what should this look like at best practice?”
To close the performance gap, we recommend suitable interventions, or, working closely with the principals, actually implement them. Having carried out many such systematic health checks, we have found — more often than not — that enormous unrealized value lurks inside an organization. And we can help bring that to light.
Laying bare such inefficiency-induced untapped value also lets us pinpoint attractive acquisition targets, where operational gains can increase — even accelerate — ROIs, beyond the formulaic projections of other financial investors.
In any competition, it’s the numbers that let you keep score. We evaluate operational transformation with benchmarking (where appropriate) and core operational and cash-based metrics — free cash flow, increases in margins (and, likely, revenues as well), and other pertinent KPIs.
Olympia Group. Winning Through Excellence.