Why BP Group

BP Group is uniquely positioned to combine strategic and execution capabilities with deep functional expertise, rigor and attention to details to deliver best-in-class Cost Cutting and Strategic Sourcing solutions to our clients. Our approach supports both full-scale, transformational and targeted improvements to address key client issues and deliver tangible benefits. With our expertise, insight and extensive compilation of best practices and price benchmarks, we execute and deliver highly successful projects. We:

  • Use a systematic approach to identify and prioritize problems
  • Develop pragmatic, insightful and holistic solutions to deliver long-lasting, sustainable and measurable results
  • Customize projects, securing the best fit with our client’s mission, goals and corporate culture
  • Work with rigor and objectivity in a highly collaborative and supportive style, yet challenge conventional wisdom
  • Utilize proven, practical and robust approaches and frameworks for project, change, and risk management, and for governance and reporting, to execute and deliver on-time and on-budget
  • Are seasoned professionals with extensive IT technology background and experience who offer full and unbiased “vendor- and platform-independent” advice and support from evaluation to implementation
Success Factors

Integration & Alignment

Operational Excellence, Product Leadership, Customers Channel Closeness

In today’s increasingly volatile, highly commoditized and globalized business environment, companies across industries need to boost their competitive advantage.  Indeed, companies are looking to increase their bottom  line by focusing on improving three core areas:

  • Operational Excellence
  • Product Leadership
  • Customers Channel Closeness

Achieving real success in each area is challenging enough, let alone managing the complexities of an integrated solution.

The methods of standardizing business processes can be particularly difficult for large corporations, with business units (or holding companies), that often function as independent entities.

Creating consistent (and collaborative) approaches to various business functions enables centralized knowledge and effective oversight, while offering implementation flexibility, business and operational alignment.

Success Factors in Project Life Cycle

Success Factors in a Life Cycle

An estimated 75% of projects fail to meet their original objectives. Too often projects are over budget, behind schedule, many are short-staffed or staff lack the proper training.  Furthermore, many projects miss targets and expectations, and fall short on quality and long-term impacts.

The key success factors across all projects include:

  • Realistic expectations, budgets and resources
  • Identified sponsors and champions
  • Executive buy-in, involvement of  end users and buyers in the process
  • Proactive staff who mitigate risk and external shocks

“Success Factors” elements are highlighted across the following four Project Life Cycle phases:

  1. Formation
  2. Planning
  3. Execution
  4. Delivery

Skilled and Competent Resources

Having qualified, skilled and competent resources is a key requirement for any successful execution. Hence, close attention must be given to identifying, screening, training and qualifying the right mix of candidates both for the project’s duration, and the next generation of project owners.

Change Management

Companies adopt different approaches to Change Management: strategic, operational and tactical. When leading and managing high-impact projects that require coordination, alignment and momentum building , the change function is implemented through a multi-layer Steering Committee (with Sponsors and Champions) and the Project Management office, and/or coordinated with existing Centers of Excellence if and when needed.  The project is also supplemented with effective communication, training, knowledge transfer and succession building.