Out of the 326 Registered ISACA CMMI Partners, Only 14 Hold Elite Status, and CUNIX is Proud to be One of Them

Process Excellence Consulting

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Overview

Process Excellence Consulting

Though CUNIX has evolved in varied areas over some time to keep pace with changing requirements of the customers and the market, BUSINESS PROCESS DEVELOPMENT has always remained its forte. This is primarily because of the culture that has been built by living with values of resilience, innovation, and learning day in and day out.

The three elements which require transformation for an organization to transform as a whole are the “people” in the organization, the “processes” that they have developed and the “technology” that is available to support the operations. CUNIX has always been committed to transforming the “people” and “processes” of the organization.

CUNIX’s work has always facilitated customers to reach the desired state from the current state, which is what we have always defined consulting as. There have been instances where the customer was very articulate about their current state and where they want to reach. Still, there have also been many instances where this gap was fuzzy, and our expertise has given it a required shape and produced results for our customers.

We have observed that the chasm between the current and desired states requires a shift in processes, behaviours, culture, structure, technology, skills and strategy. Our consulting approach evolved with our quality experience and is designed so that we can manage these complex changes deftly.

We have a loyal set of customer base, and they continually engage with us because they have achieved desired outcomes by going through our interventions based on our substantial change IN PROCESS IMPROVEMENT CONSULTING practices.

Standard, model or methodology based consulting:

We have been approached by our customers for both standard, model or methodology based consulting where the end result is compliance with the standard or model resulting in an audit or appraisal. The purpose behind that is two-fold. One is to adhere to the requisite standard, model or methodology and other is to get the desired value as well from the standard, model or methodology.

We have been expertise in:

process improvement models such as CMMI, ISO 9001, ISO 20000, ISO 14001 etc.
information security, risk management and business continuity models such as ISO 27001, ISO 22301, ISO 31000, PCI-DSS etc.
Methodologies like Six-Sigma, Balanced Scorecard etc.
Regulations like GDPR, SSAE 18/SOC Audits, HIPAA etc.

Here, the approach for all these models, standards or methodology based consulting has remained more or less same and the client was aware that what model or standard they want to implement.

Our responsibilities were to:

assist the customer on defining the right scope
understanding the gaps between current and desired state and making customer understand that
building teams to work upon creating a design for change and implementing the change
assisting teams to create a design based on the model, standard or methodology getting implemented
assisting teams in implementation of design and guiding them in areas of lack
conducting internal audits to identify gaps and guiding them to close the same

Outcome based consulting:

We have also been pioneering the outcome based consulting approach. The multi-fold challenges that we have been encountering are:

Unclear desired state: The desired state is fuzzy and the customer is unable to either imagine or define it to the extent required.
Undefined scope: The unit where the change is to be implemented for pilot purposes and then scaled to other parts of the organization are unclear.
Uncontrolled elements: There are various other internal or external factors which impact the outcome that may not be under control of the organization.
Implementation of change: The organization is not ready for the changes which will be required for the success of the initiative.

The approach that we take for outcome-based consulting requires intense discussion with the senior management members, who are the primary initiators of the consulting assignment and feel the necessity for change.

In these kinds of assignments, setting the right expectations, objectives, and metrics to measure success is essential. Building the right team for designing and implementing the change is critical.

The kind of assignments that we have dealt with in this category relate to developing the new organization design and structure, enhancing employee engagement, establishing a performance management system, building a high-performance team, succession planning, developing leadership etc.

Benefits of Consulting:

Outside-in perspective: Consulting firms work with multiple clients and geographies and bring in diverse set of experiences and point-of-views which not only mature the consulting approach but also adds to consulting delivery experience.
Expertise: Consulting firms develop themselves in certain practice areas. They do work with wide range of clientele on those practices and hence develop an expertise.
Bringing in objectivity: The change initiatives taken internally may lack the objectivity in terms of outcome and it also might be difficult for senior management members to enforce the objectivity considering the organization dynamics. Consultants and consulting can do that wonders.
Cost-saving: By deploying only internal resources largely inexperienced for solving a complex problem may result into failure of the project and hence results into cost incurred in deploying the internal resources. Deploying the expert consulting firm may result into greater probability of achieving the outcome.
Time-saving: Deploying the consulting firm may result into saving time as well. Their expertise will reduce the number of iterations before achieving the desired solution for a complex problem and hence saving the substantial amount of time.

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