Performance improvement, organisation and process change

Ability. Quality. Delivery. Effective enterprise architecture is not a “once and done” exercise. Rather it is a continuous effort that needs to complement and support the overall goals of the organisation.

European Institutions Performance Map

The European Institutions Performance Map is Deloitte’s unique tool, especially tailored to meet the European Institutions business needs and used to help the Union achieve performance improvements in the following four core areas:

• Policy Objectives: Effective legislative and executive policies guide the development of programme guidelines. Outcome-focused approaches help translate these policies into tactical programme plans that deliver measurable results;
• Programme Delivery: Successful programmes are comprised of activities that deliver real results and essential services. Programmes should be designed to meet or exceed the agency’s strategic goals around effectiveness, efficiency, and increased constituent satisfaction;
• Operating Efficiency: Refers to delivering maximum value for money in terms of service levels, product quality or operational support. Performance excellence is driven by the ability to deliver expected outcomes while optimising resource utilisation; and
• Asset Efficiency: Management of organisation assets to maximise utility with minimal cost. Performance excellence is driven by the ability to effectively and efficiently manage human capital, physical assets, and financial assets.

Performance improvement, organisation and process changes services

Organisational and process optimisation services include assistance to the European institutions in addressing the challenges of reform, modernisation of Human Resource management, diversifying working models and creating Agencies. We (re-)design business processes to improve the effectiveness and efficiency of the service/organisation's activities, we offer programme and project portfolio management as well as services related to business intelligence strategy and enterprise architecture. Programme and Project Portfolio Management Very often, we see the organisations running programmes and projects that are not aligned or only partially aligned with their vision. This results in redundant activities, poorly launched projects, delays in reaching objectives and loss of top management support. Our Programme and Portfolio Management services represent a comprehensive approach that can help with:

• Articulating the link between a vision around economic growth, public welfare, organisational change and initiatives or projects; and structuring these initiatives into a portfolio or programmes and projects that can be consistently monitored against targets; and
• Increasing the maturity of programme, project management and governance processes; ensuring that the final outcome meets the initially objectives.

Our approach uses industry standards in programme and project management (Prince 2, PMBOK*, MSP**) as well as tools and approaches developed based on our experience (Portfolio Landscape, PriorIt, MapIt, ValuePrint, PMM4***, maturity assessment tools and techniques).

* PMOK: A Guide to the Project Management Body of Knowledge 

** MSP: Managing Successful Programs 

*** PMM4: Deloitte Project Management Methodology Version 4

Enterprise Architecture

Enterprise Architecture is the foundation for creating and maintaining an effective alignment of your organisation and technology strategies. Enterprise architecture consists of not just the blueprints to understand your technology environment, but also the creation of the processes and skills within your organisation to deliver improved business value from technology. A sound approach to enterprise architecture can help achieve three key objectives:

• Understanding how the business relates to your technology strategy, systems, and projects;
• Supporting an efficient technology programme by targeting what needs to get done, planning ahead so rework and duplication is avoided, and controlling unnecessary expenses that can result from not having an effective plan; and
• Maintaining the right capabilities—skills and processes—to determine what you need, then to build these capabilities and, finally, to regularly monitor their appropriateness to support these activities.

Enterprise architecture can bring value to the EC by providing answers to key questions like:

• How is the business organised into autonomous business processes?
• How are those business processes related to each other?
• Which business processes (or relationships between processes) seem particularly amenable to improvement through technology?

Business Intelligence Strategy

Many organisations are still struggling with the key questions in the Business Intelligence (BI) and Data Warehousing (DWH) domain. How to best organise for data quality and efficient reporting? How to cope with the flexibility required by the business? Which architectures and tools are required? How to make the business case? With its BI strategy services, Deloitte helps organisations to define a strategy roadmap that takes them to the next level. A BI strategy consists of the following elements:

• Benchmark of the current situation against the business strategy and industry standards;
• Blueprint for the future BI environment; and
• Plan for transition.

Information Management (IM)

Large institutions like the European Commission have more information than they can handle. Yet many are struggling to turn that information into insights.

How can Deloitte help? IM is a business challenge, not just a technological one. Deloitte has the breadth and depth in both sides, to help our clients in their efforts to turn data into insight. Whether you are tracking a specific data issue (governance,…) or transforming an entire function in your administration, our knowledge and experience enables us to deliver the combination of capabilities you need to get more value from IM investments. Our Information Management offering can provide the solutions administrations need to help address these challenges by unlocking the value buried deep in their data. Our IM team is uniquely positioned with the scale, scope and capabilities to help administrations in their efforts to address their most complex IM challenges and secure benefits such as:

• Better performance measurement;
• Reduced cost of managing information;
• Achieving innovation and better helping the citizen; and
• Improving compliance and reliability.

Enterprise Content Management 

Today's organisations create an increasing amount of content. It has become an important challenge to manage that content in an efficient and cost-effective manner. Various solutions that are grouped under the Enterprise Content Management umbrella can help the institutions of the EU to transfer this challenge into an organisational advantage. Enterprise Content Management groups a number of domains of which the most important are:

• Content Management: content creation, publishing and repository;
• Document Management: complex document collaboration, authorisation and history;
• Knowledge Management: automated content mining, team-based file repositories, real-time and asynchronous messaging, collaboration tools;
• Record Management: data components;
• Digital Asset Management: multimedia and image asset repository; and
• Enterprise Information Portals: aggregation, display and personalisation.

Business Modelling

Whether evaluating existing operations or strategic options, business modelling is an integral part of the decision making process. Deloitte’s Business Modelling Group is a dedicated centre of excellence which draws upon the full service capability of the firm to provide innovative, analytical support, helping you make better decisions. By gaining an in-depth understanding of key business & risk drivers and objectives, Deloitte can help identify, simulate and assess your business options, enabling a deeper and more informed view of the potential risks and returns involved, before making any decision. By using powerful modelling tools and appropriate conventions, we help organisations to:

• Create an integrated view of functional dependencies, overlaps, duplications and hand-offs;
• Identify processes' strengths and added value, weaknesses and improvement opportunities; and
• Self-assess by facilitating benchmarking and comparison with best practices in place elsewhere.

Business Process Re-engineering

We help organisations in revealing problems, bottlenecks and inefficiencies in a permanent and structured way, in order to reduce lead times, decrease costs, improve internal efficiency and qualitative and quantitative outcomes. Process improvement and optimisation contribute to a better understanding of the ultimate goals and output of organisations and of the roles and resources required to achieve these goals. Reforms initiated by changes in internal and external regulatory frameworks and new activities and technologies often require organisations to re-consider their structure and processes. We provide assistance to organisations to:

• Diagnose the strengths and weaknesses of existing processes;
• Envisage new processes: secure management support, identify re-engineering opportunities, assess supporting technologies and align with strategies;
• Initiate changes: set up re-engineering teams, outline performance goals;
• Re-design processes: develop alternative process scenarios, design new processes, design HR architecture and select IT platform; and
• Monitor new processes: measure performance (time, quality, cost and IT performance) and establish a continuous improvement framework.

Organisation Redesign

Forrester‘s analysts * recognise that Deloitte is proficient at both business and IT transformations, and in delivering the two together. Deloitte provides the strongest methodology for transforming global organisations and determining the fit of local with global. Our methodology is disciplined and complete, and it contains a huge knowledge base of reusable assets that our practitioners use appropriately. Deloitte offers flexibility to work at multiple levels in the organisation and for different types of organisations.

* The Forrester Wave: IT Organisation Redesign Consultancies, Q1 2009 by Marc Cecere with Tim DeGennaro

Human Resource Management 

The Deloitte Human Capital consulting practice has been ranked #2 by revenue in Global Kennedy HR Consulting Marketplace Report 2010-2013. Our experts support the European Commission and the EU Agencies in challenges such as the redesign of core processes in Human Resources like: recruitment, performance management, competence development and career management. Deloitte provides assistance in the introduction of flexi-time and help adding value to HR processes.

Change Management 

Despite the fact that it is a key factor for success, change management is neglected in many transition programmes. Deloitte’s Change Management offering is a guide to securing the success of a business transformation or system-related project. Change management is a key feature of Deloitte’s holistic methodology and our approach addresses the entire organisation, from sponsorship and leadership through to end-user enablement. Deloitte’s approach to managing projects also includes a constant focus on planning and delivering project benefits, from establishing a comprehensive business case at the outset of the project through to baselining and measuring actual benefits after implementation.

Training Provision

Deloitte provides training courses and supplies documentation for users of the financial systems specific to the European Commission, the Executive Agencies, Community Agencies and the other Institutions. We provide:

• Standard or dedicated hands-on training courses based on interactive presentations and specific exercises;
• Standard or dedicated hands-off training courses;
• Specific development of documentation relating to the areas on which the training is being given, e.g. users' manuals, step-by-step guides or other appropriate teaching tools; and
• Development of on-site coaching and e-learning in addition to traditional training.