Operational efficiency programmes that try to fix everything tend to fix nothing. We focus on a small number of processes that genuinely move the cost or service line, redesign them in real depth with the operating team and measure against outcomes a quarter later.
When clients come to us
When operating margin is compressing and the leadership team cannot attribute the drag to specific processes. When two acquired businesses are running incompatible processes after integration. When a service-level metric is slipping and the team cannot agree on the root cause. Often when a COO is preparing the operations function for a step change in scale and wants an outside view of where the priorities really sit.
How we work
A senior advisor reads the operating data and walks the priority processes with the team — observation, interview, time and motion where useful — and identifies the small number of redesigns that materially shift the outcome. The redesign is led by the operating leader with our support, not the other way round, and we measure against outcomes that are agreed upfront.
What we deliver
- Operating diagnostic with quantified opportunities
- Priority list of processes for redesign
- Redesigned processes with documented standards
- Performance measurement and review cadence
- Implementation plan with named owners
- Outcome review at three months
Typical engagement
Engagements run eight to twenty weeks depending on scope. On our side, a senior advisor leads with one or two process specialists. On the client side, the COO or operations director is the principal counterpart, with the operating leaders running the redesign workshops. Finance is involved on outcome measurement.
Why CGLA
We work on a small number of processes, designed in depth, owned by the operating team. Our advisors have run operations as well as advised them. We do not sell technology — the redesign is built around the operating model, not around a system upgrade.
