Digitalization strategy: what it is, why, structure
Зачем нужна стратегия цифровизации? И из чего она должна состоять? На эти вопросы ответим в нашей статье
top of page
Chelidze Group - an individual and integrated approach to digitalization and development of management systems.
Audit, strategy, support and development of competencies.
Who are we for?
Owners and top managers
(50-2000 people, from 50 million revenue)
Universities and competence centers
Heads of departments
which:
want to focus on creative and strategic tasks
want to get out of endless crises and prepare for growth by 5-10 times
want to ensure a stable future for their company and become market leaders, and not be like 99% of companies
ready for team changes, starting with ourselves
who want:
high-quality program for a seminar or course from practitioners and on a turnkey basis
well -researched and stylish content, with a minimum of theory required
interesting speeches with a simple presentation and audience involvement
which want:
stop doing all the work for subordinates
find a balance between work and personal life
prepare for growth and demonstrate value to management
Якорь 1
Our basis is work on thinking, approaches to decision making, attitudes and a systematic approach with a focus on people, processes and product
A systematic approach is a set of mandatory skills and knowledge for business and people in the 21st century
We will conduct an audit of the current situation and a strategic session, identify the target state and prepare a plan for implementing changes
We will accompany you on the path of transformation as trackers and partners, including selecting tools and IT solutions, teaching you how to use
We develop competencies in people, consolidate changes with support, working documents and regulations
Results of working with us
Competent and motivated team
Built key business processes
Line of products/services in demand in the market
+ 50-200% labor productivity
- 90% staff turnover
Kirill
I had two businesses: the first was consulting and sales in the field of international forestry business, and the second was an international logistics company that took 50 - 60 hours a week. but it didn’t generate any income at all, which led me to think about closing it.
Now, after 2 years of working with CxP, my logistics company has grown 2 times in revenue and 2 times in net profit. My safety net is the ability to live without financial flow for 4 months. Moreover, I now spend about 5 hours a week on active work, mainly management control and communication with partners. And this is without team growth.
Sales in the export of forest products have similarly advanced, new partners from abroad and offers for long-term cooperation in the field of international trading have appeared.
The plan for the next 2 years is to increase the team by 40-50% and scale another 2-3 times in logistics. Plus launch 2 more new business projects.
I'm grateful to CxP for their approach. Now we are partners, and I am involved in their projects, which gives growth to my consulting business.
Alexander
I have always played a supporting role in the Company. The management had nothing against it, but they didn’t particularly encourage me to move up the career ladder. All movements were usually “horizontal”.
I was lucky to meet Jimsher at one of the conferences and subsequently became “infected” with his systematic approach to doing business.
We worked with him on how to better organize the team’s work, and since then I discovered the philosophy of project management - when you take on a task as a separate project.
Moreover, six months later, lean manufacturing came to the Company, the principles of which are embedded in the systematic approach of Chelidze x partners, and on the basis of which I had already built my work by that time.
The result is several completed projects, both within and outside the Company, and leadership in the field of lean manufacturing.
Now I am being transferred to a completely new division as a mentor and chief methodologist for a group of companies in the field of lean manufacturing.
Alexei
Together with Chelidze x Partners, we began cooperation in November 2021. The starting point was problems in business: there was no understanding of how to get out of the operating system, how to start a company to grow steadily, how to set goals correctly, how to motivate people non-financially, plus I have always had non-conservative views and wanted to become a more modern and digital company.
We chose the path of change through mentoring. Over the 6 months of cooperation, I developed my management and leadership competencies. We have moved on to a fundamental restructuring of the business, starting with the organizational structure and work with business processes, unlocking the potential of employees.
Thanks to this, my workload with operational tasks decreased by 50%. Now I can deal with long-term business development tasks and building a partner network. At the same time, as it turned out, my employees are completely independent professionals who know how to work and show initiative.
Completed projects
Launch of the digitalization process and transfer of IT functions and communications to the SSC
in 9 months
• A digitalization strategy has been developed with a total budget of 250 million rubles (IT projects, organizational events, development of personnel competencies).
• More than 35 projects have been implemented within the program, and costs for individual projects have been reduced by 10 times.
• Conducted crisis management and transferred IT functions to a common service center
• Project management was launched, including training for the State Duma and the Deputy Director, and project management regulations were developed.
• Regulations have been developed for setting up workstations, providing access to IT systems (role model), and checklists for setting up equipment.
• 100% of the director's goals from the management company were achieved.
Other completed projects
Audit and consulting on the use of AI in business processes and problem solving
Supporting the implementation of a system for recording hazardous actions and conditions
Supporting the implementation of a knowledge control system
Accompanying owners when exiting the operating system
Development of programs for training staff and students
Development of digitalization and development strategies
Conducting trainings for directors, their deputies and heads of departments
Mentoring support for managers and HiPos (high potential employees)
bottom of page