Consulting&Strategy
Analyze the existing. Define a trajectory. Support the change.
Digital transformation, new tools, new constraints. Topics pile up. And since late 2022, artificial intelligence has been reshaping the landscape.
We have been supporting SMEs, foundations and institutions since 2006. Understanding how things work today. Making a diagnosis. Building a realistic action plan. And staying present to implement it.
They trust us
Intervention contexts
Organizations reach out to us in various situations.
Rapid growth putting tools under strain. Spreadsheets are no longer enough, manual processes slow everyone down, but no one has time to stop and rethink the whole system.
A change in management questioning past choices. The new leader inherits a system they did not choose and do not fully understand. They need an objective assessment.
An accumulation of solutions that no longer communicate with each other. The CRM does not talk to accounting. Data is duplicated. No one knows where the up-to-date version is.
The arrival of artificial intelligence and the questions it raises. Should we start now? Where to begin? How to avoid getting scattered?
Sometimes the need is clear: choose new software, audit an infrastructure, prepare a migration. Sometimes it is less so. That is often where we start.
How we work
The approach depends on the project. But some elements come back almost every time.
We start by identifying the actors: who does what, who decides, who uses the tools daily. We distinguish between business roles and cross-functional functions, and we plan meetings, steering committees, and progress reviews so everyone knows where the project stands without having to ask.
Once the actors are identified, we map the processes: how information flows, where it gets stuck, which tools are used at each step. This work shows us where to intervene.
For larger structures, we start from identified missions. This is a valuable aid: it allows linking each technical decision to a concrete organizational objective.
Our strength is not just our knowledge of existing tools and methods. It is our ability to listen. We like to understand businesses: what matters to our contacts, what slows them down, what works and what does not. This listening works with all types of profiles. A CFO does not express their needs like a social worker or a court clerk. Knowing how to speak to both is what allows us to build lasting solutions.
A notable example: supporting the Geneva Judiciary in implementing their new intranet. We positioned ourselves between the business and the provider building the tool, because we know how to speak to both.
What we do
Diagnosis
Mapping of actors, processes, tools. Identification of technical, regulatory, and organizational risks.
Decision support
Evaluation of options, reasoned recommendations, drafting of specifications if necessary.
Project management
Coordination of stakeholders, monitoring of providers, arbitration along the way.
Knowledge transfer
Team support, documentation, implementation of new practices.
Mission examples
Build a 3 to 5 year digital development plan: which decisions to make now, which ones can wait
Identify where artificial intelligence can actually save time
Choose between developing a custom tool or buying an existing solution
Audit an infrastructure before changing providers
Coordinate migration to a new management system
Implement a solution compliant with Swiss data protection
Frequently asked questions
A project to clarify?
Let's take the time to discuss it.