Strategy & Management
Structural base of the developments, one or more of these experiences always integrate the processes.
Below is the detail of some Strategy & Management developments implemented by the professionals of Shocron Benmuyal & Associates in different companies and countries. These developments are implemented within the framework of the Management Processes and not in isolation, which guarantees the achievement of the results sought by the company.
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STRATEGIC MAP
Shocron Benmuyal & Associates version of a Strategy Map allows analyze, agree and communicate the way to achieve the objectives through a clear identification of the partial goals to be developed inside and outside, the changes to be made, the people responsible for these actions and, together with it, how to apply tracking and corrective actions.
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MOVING STRATEGIES INTO ACTION
The key to a strategy is not to be brilliant or perfect (perfect never happens), but rather to be able to be implemented by the company in the hands of its own people. The goal is not to have great ideas the goal is to achieve spectacular results, for which SB&A Management’s tools are always tailored to each process and company so that goals become results.
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BALANCED SCORECARDS
The approach of Shocron Benmuyal & Associates is not focused on the design for a managerial presentation but on the result. Therefore, the structure of the balanced scorecards is oriented to be simple, strong, easy to manage and maintain, focused on providing a tool in which each person who uses them can adjust their decisions to achieve the result.
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OBJECTIVES BY MANAGEMENT TASK FORCE
The methodology of developing and validating objectives between those who manage the companies and those who have to execute them is a hinge in the pivot tool of all SB&A Management processes, which are structured around a monthly follow-up, control and redesign meeting with all key people and members of Shocron Benmuyal & Associates.
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MULTIPLE SCENARIOS
The global, regional and local context of each country evolves fast and influences the design and execution of the results of each company. Shocron Benmuyal & Associates Multiple Scenarios model has been applied and improved for decades in different industries and countries and is one of the keys to the main success of our implementations with a high level or resilience.
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SCALE UP
The ScaleUp work model of Shocron Benmuyal & Associates is focused to manage and improve results above the average of the market and industry of the company that applies it, combining internal and external factors, financing, resources and shortcomings in order to organize them to achieve a sustained growth of two digits per year.
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CHANGE MANAGEMENT
Change Management processes are a recurrent need for companies worldwide, where the technological evolution of markets and societies leaves the management models of the past obsolete. SB&A Management specializes in these models, with concrete implementations in all business activities and countries where it operates.
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STRATEGY & PLANNING MEETINGS
At times when corporate changes must be highly significant, the conditions are propitious for a high-level activity that involves for more than 24 hours all the participants necessary for decision making and subsequent management. These highly immersive, tailor-made activities include playful activities focused directly on the issues to be covered.
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CROSS-CUTTING PROCESSES
The management of transversal processes is usually one of the most difficult tasks to execute successfully since companies generally have a silo structure. Shocron Benmuyal & Associates has a wide experience in collaborating and even in managing these processes directly, and for companies that have a strong demand for these actions, we develop specific positions in them: management coordinators.
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DATA AND MANAGEMENT INFORMATION
Transactional information is well covered in almost all companies, and in those cases where it is not, Shocron Benmuyal & Associates collaborates with its systems teams in the improvement and solution. But also new developments imply new challenges, for this reason in most of the companies the model includes working with data for the development of tools and strategic management systems.
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SUPPLIERS INTEGRATION TO THE STRATEGY
The development of disruptive and growth strategies requires committed and involved suppliers. Shocron Benmuyal & Associates models generate a framework of trust and respect that allows sharing information, integrating developments, reducing investments and planning the future of a highly competitive business ecosystem.
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CORPORATE OBJECTIVES
Long-term corporate goals imply a high requirement of rapport and disruption and, at the same time, integrating participants in their design and execution. In the case of companies that have been working together for several years, Shocron Benmuyal & Associates designs tailor-made activities for these goals using interactive and experiential tools combined with workshops.
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DECISION MAKING
Decision-making processes are based on data, prospective and other management tools, but the dynamics of decision-making in management teams must be generated and/or optimized when significant changes occur in them. For this purpose, Shocron Benmuyal & Associates has a range of games and playful tasks that, together with the formal ones, stimulate their level.
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STRUCTURAL EFFICIENCY
The search for operational efficiency at each point is linearly opposed to the efficiency of the whole and, therefore, of the profitability of investments and results. In Shocron Benmuyal & Associates we integrate these models to the general strategic scheme of the companies, and their responsible are integrated to the management teams of the organizations.
Corporate Change & Governance
Corporate governance and change services and processes, including shareholders, senior management and stakeholders, alta dirección y stakeholders.
DETAIL BY INDUSTRIES
Below you can see a detail of experience for each industry in actions implemented within the framework of the Shocron Benmuyal & Associates‘ Management Processes, as well as the specific activity areas within that industry and from what year companies of that particular activity started.