Posts

LAVA & VMA

VMA strengthens its strategic market position

LAVA helps VMA clustering its four electro technical service providers to empower its market position

Technology is evolving quickly, impacting many businesses and markets around the world. Companies that fail to adapt are ultimately squeezed out of the market either by a slow death or a takeover. In recent years this evolution encouraged many large electro technical service providers to change strategy and evolve into total solution providers.

CFE, one of Belgian’s largest industrial groups, with multiple technical service providers) understood this game like no other.

Incited by VMA, CFE decided to empower its market position in electro technical services by clustering the four legal entities Nizet, Vanderhoydoncks, VMA and VMA West. The goal is to create one strong electro technical total solution provider with a structure well suited for future regional and international growth and capable of securing a top market position.

For this cluster to become a success, one team needed to be built, with a shared strategy, a clear execution plan and a solid base of support. Often one or more of these components are forgotten or neglected leading to below expectation performance and results. Guy Wynendaele, managing director of VMA, and CFE (the holding company behind VMA) were well aware that a strategy is only as successful as its execution and called upon LAVA to help avoid this pitfall.

Once the goal was translated into a clear strategic objective, ten intense weeks followed to build “the VMA Cluster”, a joint effort of the four entities and LAVA.

LAVA interviewed key employees, performed organization scans and facilitated multiple workshops with a selection of people of each company to define the VMA Cluster. Together we defined one common strategy, organization structure, mission, culture, and plan of execution supported by senior management to attain the set goal.

Everyone was challenged to reach out to share ideas, hopes and fears. Through intense collaboration and several team building exercises one fully aligned, integrated management team was built based on mutual trust and openness, ready and energized to execute their strategy.

In the coming year, LAVA continues to support the VMA Cluster to assure the operational plan is well executed and the set objectives are achieved in a timely and durable manner, keeping track of progress and making necessary adjustments along the way.

Exciting times ahead.

Get inspired about LAVA on www.lava-consulting.be.

Follow the VMA Cluster on www.vma.be.

The House of HR & LAVA

Lava guides M&A integrations to success

LAVA helps making M&A integrations successful

As a business integration facilitator, LAVA successfully helps organisations to create the value that is targeted when doing a Merger or Acquisition (M&A). One of its focus markets in this area of expertise is Field Services. We are proud to share a story of ‘Growing Together’ of The House of HR, and its subsidiaries Logi-technic and Bekaert Technics, and how LAVA helped.

Bekaert Technics and Logi-technic were both experts in field services. While Bekaert Technics focussed on mechanical and electrical installation and maintenance, Logi-technic operated in industry, ICT, building and infra. After their acquisition by The House of HR both companies continued to act as independent units, servicing their own proper markets.

Several years after the acquisitions, The House of HR’s top management felt that there was still a lot of potential to be realised.

The House of HR inquired LAVA’s help to accelerate growth, by identifying and exploiting synergies between the two acquired companies.

In order to map this unexploited value, LAVA started with an organisation scan and SWOT analysis. An organization capability assessment was performed (structure, staff, skills, systems, processes, knowledge sharing etc.) and management and the sales process analysed. This scan served as an enabler to define value improvement opportunities.

In a second phase, LAVA facilitated the development of one common vision and growth strategy, involving an integration team consisting of management and key employees of all three companies to ensure credibility and buy-in. Critical success factors were defined in the context of go-to-market, organisation design, processes & systems, and finance. A companywide communication plan was drafted.

In a third phase, a value improvement plan was created and an operations plan (including KPI’s) defined to roll out the growth strategy. This included an adapted, single organisational structure, integrating both companies, and making use of the Shared Services of the House of HR.

This exercise, together with the commitment of the management teams, enabled the two companies to grow into one branded company, Logi-technic, with a single organisation structure and a common goal, vision and strategy. Buy in was created in both organisations and additional recruitment planned.

The integration team later compared LAVA’s approach with a submersion into an oxygen bath that inspired and led to a new found dynamism within the organisation, leading to an accelerated growth.

Looking back one year after the post-merger integration, the new integrated company Logi-technic, managed by Karel Staelens, has managed to achieve its first year business goals and is even ahead of schedule in its future plans.

 

 

field service engineers11

LAVA Consulting

Focus on operational excellence

LAVA Consulting focust als consultancy bedrijf op operationele en bedrijfsexcellentie. Het kantoor helpt ondernemingen met hun bedrijfstransformatie en zorgt voor meetbare prestatieverbeteringen, en dit voor elk aspect van de bedrijfswaardeketen en de ondersteunende activiteiten.

Wat is de achtergrond van LAVA Consulting?
Luc De Keyser (vennoot): “Wij gingen van start in 2008 met een team van ervaren consultants en bouwden onze expertise uit in uiteenlopende sectoren. Nu passen we onze knowhow toe in de Vlaamse kmo-sector.”

Welke diensten bieden jullie specifiek aan?
Marijn Eggermont (senior consultant): “Veel kmo’s beginnen met een ondernemer, die vervolgens zijn zaak stap voor stap uitbouwt. Hij is daar zo druk mee bezig, dat de tijd ontbreekt om andere nuttige oefeningen te doen. Denk aan het bepalen van een visie en strategie, het ontwikkelen van een operationeel plan, het bekijken van de kostenstructuur, het afbakenen van de verantwoordelijkheden, het communiceren met en betrekken van medewerkers over de doelstellingen om zo meer draagvlak te creëren enzovoort.”

Hoe gaan jullie in de praktijk te werk?
Luc De Keyser: “We komen ter plaatse en praten met de bedrijfsleider en de medewerkers uit de eerste lijn. Samen werken we de visie en strategie uit tijdens workshops op een externe locatie en zorgen we voor een heldere communicatie naar de rest van het bedrijf. Dan volgt de vertaaloefening naar een operationeel plan en het delegeren van de verantwoordelijkheden. Wij volgen het gehele proces van nabij op en sturen bij waar nodig.”

Hoe onderscheidt LAVA Consulting zich van andere consultants?
Luc De Keyser: “We streven steeds naar een duurzaam – en vooral ook meetbaar – resultaat op de lange termijn. We focussen op de kern van een probleem, gebruik makend van de vele expertises die we in huis hebben: bedrijfsbeheer, verkoop, operaties, personeelszaken en financiën. Tegelijk behouden we de flexibiliteit en reactiesnelheid van een kmo. Wij spreken de taal van onze klanten, voelen hen perfect aan en bieden hen een pragmatische aanpak met snelle resultaten.”

FICHE

  • Troef: LAVA Consulting is gecertificeerd dienstverlener voor de kmo-portefeuille. Dat betekent dat kmo’s voor strategisch advies 50 % van de kostprijs recupereren.
  • Opmerkelijk: een kmo die zich in woelig water bevond, won na het inschakelen van Lava Consulting tweemaal een Trends Gazelle als succesvol groeibedrijf.

 

Marijn-Luc