Recent Day One assignments for Professional Services Firms and Corporate Functions:
A French pharmaceutical company asked us to facilitate the creation of the compliance department’s positioning. We helped the team think about their added value and structure their messages. We did this with the aim of the department being understood by every other function. At the end, the team came up with an offer architecture, stated in generic terms, which allowed the compliance department to strengthen its positioning.
A public institution asked us to audit their compliance department. We interviewed their entire team (a dozen of people) and their most important internal clients. After 10 years of existence, this compliance function has been improving its professionalism. But, because they were at a turning point, the compliance director was in the need for external look in order to anticipate issues. Through our interviews, we analyzed that the compliance department might become not aligned with the ambition of the entire institution if nothing was done. Our actionnable recommendations helped taking decisions on how to align the department resources and organization.
For a France-based international pharmaceutical company, we benchmarked compliance functions. To do this, we interviewed a dozen compliance functions within the life science industry. We focused this analysis on issues facing the compliance departments, team size within these departments, and department organization,as well as other aspects.
- A Swedish legal department asked us to train their in-house lawyers on Legal Project Management. We divided the training into 2 parts: (1) Trends, tools and methods, and (2) Business cases (one on a legal issue and the other on a non-legal issue), working with small groups.
- A French legal department within an international company asked us to train their European in-house lawyers in English on Legal Project Management. We trained the 35 lawyers in a plenary session on tools and methods in the morning, followed by workshops in small groups in the afternoon. Also in the afternoon, we looked at business cases.
For the Group Legal Department of a Luxembourg-based company, we created and set up the risk mapping process. To do this, we polled all in-house lawyers through our web-based platform. The risk mapping was organized according to 3 elements:
- Likelihood repetition
- Risk impact
- Type of risk
- For a Group Legal Department of a France-based international company, we carried out an FTE analysis. This analysis was designed within a 5-year business plan orchestrated by the CEO. The purpose was to anticipate the required size of the legal department in view of the expected workload evolution in 2016, 2017, 2018, 2019 and 2020. To do so, we audited the process and the workload associated for each of them.
- We assisted a French CAC 40 company in a context of multiple movements within the department. Our diagnosis and interviews resulted in an organizational analysis of the Tax Department. We were then able to provide recommendations on the following points:
- Sizing of the Tax Department in view of the company’s Tax acknowledgment
- Organizational structure to enhance perception of the Tax department
- We benchmarked Tax functions for a France-based international services company. To do this, we interviewed fifteen Tax functions in various industries. We focused our analysis on the issues facing Tax departments, Tax department team size, the organization of these departments, and various other aspects.
Professional Services Firms
One of the top 10 global audit firms wanted to redesign its Private Equity market offer. They therefore asked us to conduct a survey on the Private Equity market by interviewing 20 major Private Equity firms. The objective was twofold: to assess the perceived image of audit firms in the Private Equity market, and to identify the current and future needs of Private Equity firms in regards to audit and accounting firms. Twenty interviews were conducted with absolute respect of confidentiality. This survey made it possible to assess the firm’s image, reputation, competitive positioning, and strengths and weaknesses, as well as the current and future needs of Private Equity firms and selection criteria. In addition to the interview results and analysis, the outcome was a list of recommendations on what the firm should do to align its current perceived image with expected positioning and with Private equity firms’ expectations.
- Day One has helped launch and develop one of the market leaders in the Financial and Operations Consultancy field. We conducted and implemented market barometers that helped position the firm as a thought leader, in addition to other contributions. Thanks to our “Professional services firm launch” methodology, we helped:
- define and structure the firm’s positioning,
- launch the firm on the market,
- and structure and implement the marketing strategy (including market intelligence, client and influencers relationships, solutions and offers development, and internal and external communication).
- Several international law firms asked us to train their partners and associates on business development. The purpose was generally to help lawyers structure their approach in order to do less with more return on investment. For this, we first presented to lawyers how to take evolutions in client expectations into account. We also strengthen the methods and the techniques to implement successful cross-selling and real sharing.
- An international law firm asked us to help their lawyers develop the firm’s business development strategy and to guide their partners in a process of formalizing personalized business development plans. We did this in accordance with the law firm’s client strategy.
- A French law firm asked us to train their senior associates in order for them to be ready when they become partners.
- An international law firm asked us to host their strategy seminar. We provided a clear outlook of the firm’s positioning, a benchmark on the lawyer market, and insights about the situation of law firms.
- An international law firm asked us to increase their lawyers’ awareness on how to think like project managers. We did this by emphasizing the increased efficiency that comes with such a way of thinking.