The world is changing—and so is the role of advisory
- Posted by Markus Rebmann
Today’s world is riddled with highly complex and intricate systems, critical for the safe and efficient operation of industries and our world. Our clients are continually working to improve the performance of their businesses at all levels. One of the keys issues they are facing is the pace of change combined with the fact that they are losing their technical talent at an accelerated rate and with it, the know-how to solve the challenges of today and tomorrow.
Accordingly, the role of advisors is changing too. We must help clients through this transition by combining world-class technical subject matter expertise with deep industry knowledge and tried and tested management consulting approaches and skills. This unique combination allows us to bring forward-thinking, fresh ideas and leading practices to our clients. In other words, help our clients get more value with what they already have, safely.
One important vector of value is designing and delivering successful projects that exceed their initial business case. Delivering a successful project no longer means handing over the keys to the plant on time—today, it means delivering a fully ramped up business ahead of schedule and exceeding the initial business case. More and more of our clients realize that business readiness and ramp-up is a field of expertise in and of itself, and that neither construction nor operation teams have all the necessary skills and incentives.
Another critical vector of value we are seeing is bringing risk governance in line with the expectations of stakeholders of the twenty-first century. Existing systems and processes are tailored to deliver exceptional health and safety outcomes, but often have inherent blindspots, especially when it comes to highly unlikely events that can have catastrophic consequences. Leaders must therefore invest to prevent such major unwanted events and proactively implement catastrophic risk identification and mitigation programs that leverage deep technical expertise and allow for a respectful challenge of technical assumptions, operating standards, and investment priorities.
A third critical vector is to drive operational transformation—holistically and based on technical and organizational fundamentals—delivered by subject matter experts. With the uncertainty of the current global economic climate, organizations simply cannot afford to react with piecemeal solutions. Instead, they must now focus on tackling the difficult opportunities that others have left for later and in doing so, transform their business for long-term profitability
The fourth and final vector is to maximize the value, profitability, and resilience of our clients’ capital investment growth. We help clients do this through project value improvement—a structured approach to achieving full value chain integration. We help them identify, assess, and prioritize value improvement opportunities by evaluating their impact across an organization’s full value chain. We have seen first-hand how this approach has delivered significant benefits for businesses, improving their project net present value and ensuring no value is left on the table.
By tackling these vectors of value in a holistic manner in concert with our client teams, we can help optimize business processes, organizational structures, and governance in order to be well positioned to achieve long-term success.
About the author
Markus leads Hatch’s Advisory practice globally. He has served clients in Hatch’s three sectors—metals and mining, energy, and infrastructure—focusing on strategy, operations, organization, turnaround, and large capital projects. He believes that combining world-class engineers with management consultants and industry insiders as peers is when real innovation happens and the ability to deliver real, sustainable results faster increases exponentially.