GROWTH ACTIVATORS

Methodological experts in business management

We activate the growth of companies using our patented methodology © ASMCPQ: 2022. This allows us to carry out an OBM (Operational Business Management) approach which differs from the financial approach and replaces the core business at the center of concerns.

A ADMINISTRATION & MANAGEMENT CONTROL

S STRATEGIES & GROUP STRUCTURE

M MANAGEMENT & HUMAN RESOURCES

C COMMERCE & MARKETING

P PRODUCTION & SUPPLY-CHAIN

Q QUALITY & METHODS

Méthodologie ASMCPQ : 2022

Our methodology ©ASMCPQ:2022 has been created to enable, advise, assist, train and certify leaders and their managers. It is the result of several years of study and research, that were the subject of a doctoral thesis, then combined with years of experience, practice and continuous improvement. Our methodology is made available to the sizes and needs of SMEs using tools and techniques initially based on practices intended to larger companies . It makes it possible both to (re)boost and support managers over the long term, to grow and certify the skills of employees while structuring the company and preparing it for compliance and quality certifications.

ISO 9001 / 2015
ISO 14001 : 2015
ISO 45001 : 2018
ISO 27000 : 2018
IFS - International Featured Standards
ISO 22000 : 2018
HACCP
GMP - Good Manufacturing Practice
GDP - Good Distribution Practice
Label BIO Europe
RSE - Responsabilité sociétale des entreprises
Fair Trade - Fair for Life

Our mission, activate business growth in 3 actions:

Our Vision in 3 phases:

Let us be humble and honest; for a single expert, even the most experienced among us, it is unrealistic to claim to master all the areas of intervention necessary to effectively advise a business. For this reason, we work in groups with different people, each expert in their field, in order to offer comprehensive advice to our clients.

Methodology ASMCPQ : 2022

Phase 1: Structure the cooperation of multidisciplinary expertise under the same methodology to guarantee a common dialogue to our clients.

Phase 2: (Re)Boost companies through very short assignments but above all act over the long term by supporting managers and developing the skills of employees based on a strong methodological basis.

Phase 3: Our methodology © ASMCPQ: 2022 is in its 4th version and has now been in existence for over 15 years. It is sufficiently robust and complete to now consider its integration into a software package whose approach is diametrically opposed to that of classic ERP based essentially on the supervision of financial influence.

Besides, your job and your strengths are your knowledge of your operations! This is where we will make the difference by boosting data from operational control.

Methodology ASMCPQ : 2022

This is our OBM (Operational Business Management) project, already underway and scheduled for release in 2025. This approach, unique in the world of business consulting, constitutes the vision of INGELOG Group which will always offer its clients have a real coordinated multidisciplinary expertise based on a real methodology and tomorrow an integrated system.

ETHICS:

Ethics, moral rigor and professional conduct guide the way we work with our partners and support clients.

  • We refuse to carry out missions causing a social divide

  • We respond to our clients' challenges as if they were our own. If we do not know how to help in certain circumstances or if we no longer see a possible return on investment, we will withdraw.

UNDERSTANDING :

Beyond the difficulties and differences, we listen to people and to an exchange at the heart of human relations. We make our psychotechnical and openness capacities a real lever for innovation.

To promote the smooth running of assignments, we assign our advice based on their technical knowledge, but also on the compatibility of their personality profile with that of key members of the company.

" The objective is always to act in the best interests of the company, its managers and employees... "

Who is this method for?

Company leaders (Active Shareholders, Director, Manager, Project Manager, etc.) are all the key players responsible for continually finding solutions to maintain, and if possible, accelerate the growth of their company.

Why should I consider reorganizing when my company is doing well?

It is often believed that only companies in difficulty are affected by reorganization needs. The reality is very different. What all growing companies have in common is that they continually seek to improve by regularly questioning their strategic organization. The opposite is to believe that what we have always done is perfect or sufficient, in a postulate of immobility. So do not try to optimize what is already working well, these companies end up being caught up, being overwhelmed and, too often, they find themselves in difficulty. Don't wait until it's too late to seek help and / or take a step back from your strategies and processes.

Why should I seek outside advice when I know my business better than anyone?

Often, leaders believe that they alone can and should know what needs to be done in their business. This is partly true, no one knows their business better than they do. On the other hand, busy in their daily life, they only know and do what they know. That is to say their business and the tasks they have always done ... As external consultants, we know the companies. We experience it and see hundreds of them every year. We therefore have the certainty of being able to bring each company manager a new and external perspective and to find with him solutions that he would not have considered alone.

How is consulting different from an "Audit"?

In the 1970s, with the emergence of young management sciences, traditional advice was based on "auditing" often highlighting the dysfunctions of the company by relying heavily on the dissemination of concepts, theoretical models . Clearly, an "audit" identifies everything that is wrong and documents them, but its objective is not to provide solutions. The objective of the expert advice is to solve what is wrong! NOTe therefore ask our consultants to get involved in supporting the change and focusing on the specific activities of companies. Our consulting missions focus on what is generally called “change management”, that is to say the management of projects mainly mobilizing information and communication systems technologies to implement organizational changes in the business.

Why several multidisciplinary consultants (I already have an accountant and a lawyer)?

You cannot be a consultant in all areas. In this context, the line sometimes becomes blurred between what you hope to receive from traditional players in advice (accountants, lawyers, etc.) and what they are actually able to provide you. Not to mention that they intervene separately in their field, sometimes contradict each other, or sometimes take a precautionary act to protect their field without realizing the impact on other fields.

We intervene as a consulting team that coordinate around the same methodology F © . We can thus, in a coordinated and non-contradictory manner, offer our clients the certainty of always having real expertise in each area that we cover through our patented ASMCPQ © and JRT © methodologies .

We therefore offer a coordinated complementarity with, for example, your accountant and / or your lawyer in areas of expertise that they cannot fully master. (Management, Commerce, Production, Quality, Strategy ...)


Why a methodological approach?

Too often, advice is based on the simple "good word" of the expert. If his words fly away or do not capture your interest the moment they are spoken, then you are losing some of the information. These unlisted words are not verifiable and therefore it is difficult to consult and improve them. By relying on a solid base of ASMCPQ © and JRT © methodological tools and documents , you have tangible, searchable, verifiable information which is continuously improving.

It's interesting but I don't have time?

Even for the smallest structures, it is essential that the manager devotes himself primarily to finding and deciding on solutions, then "know-how" and delegate the realization to employees who have "know-how". The manager can thus devote himself to his continual search for solutions to guarantee the sustainability, not even to mention the growth, of his company.


If, beyond a possible brief period of implementation and adaptation, the manager remains systematically involved in the "know-how" and the realization, he will inevitably end up running out of time to devote himself to his essential role ( see above).

Claiming that there is a lack of time should already be considered a serious alert for a leader! If this is really the case, it is high time for him to reorganize himself, to develop his managerial skills and, or, those of his employees.

Is this type of intervention expensive?

The main doubt in calling on the services of consultants is often the cost of the intervention, which is measured in “Price €”. However, it should rather be measured in return on investment "ROI €", the fruits of which must be gathered well beyond the intervention.

On this aspect we are very clear in our policy and in our values :


If we do not know how to help in certain circumstances

or if we no longer see a possible return on investment

in our interventions, we will withdraw!

A consultancy mission is foremost an investment which therefore always takes place in a context where managers decide to call on expert consultants to help them determine strategic choices and deploy them. Thus, the intervention of consultants must be considered as an accelerator of managerial mechanics and an aid in the reflection of the leaders. It can also be used to "refine" a decision already taken and then above all to put in place concrete solutions.


Investors (investment funds, banks, external shareholders, inactive shareholders, ex-active shareholders in the context of inheritance transmission ) are all inactive actors of a company concerned with the growth of the company to remunerate their financial investment as best as possible while minimizing the risks so as not to lose the funds invested.

Is the support of "Monitoring" a solution when transferring a business to my children?

In the context of a transmission / transfer to your loved ones, you have, in addition to the rest, the historical, affective and emotional aspect to take into account, and you will inevitably be confronted with the dilemmas of choosing between:

  • Stay present ("to help"). A study has shown that in 87% of cases, choosing this solution is above all a pretext to hide the fears of the exiting manager / shareholder of feeling useless in the aftermath. In any case, if we refer to ethological studies, make sure that as long as you are there, even at short notice, it is you, the reference person and the alpha. No one else, and even less your child, will be able to gain the upper hand in your presence no matter what you do. In fact, if you choose this solution, you are not transmitting anything at all.

  • Stay present but come less ("until my son is ready"). While you are there, even partially, you remain omnipresent. It is even worse, you risk increasing conflicts with your loved one who will not have done like you during your half-absence. This idea is therefore even worse than staying present.

  • Leaving and letting go is therefore the right solution. Yes, indeed, because staying present even partially risks inhibiting your loved one, his innovative ideas, his positioning, his taking responsibility ... If you are afraid that your successor is not ready and that you really want to help him , you must act as a distant shareholder whose concern is to monitor his interests. You therefore impose surveillance on it that will detect and anticipate any threats and will inform you of them.

Is "Monitoring" support a solution for investors in a StratUp?

As an investor, you should be aware that 9 out of 10 startups struggling to survive and convert them yet innovative project and promising business venture on the horizon of 5 years ! According to a study conducted by CB Insights which analyzed hundreds of “post-mortem” startups, the top 5 reasons (and quite often a combination of them) that lead the majority to failure are as follows:


  1. The lack of cash management, budgets and a master action plan imposing deadlines to get to the production and marketing phase. Startups get bogged down in the development phase without ever setting a deadline to move to the marketable phase of a version of their project.


  1. The absence of corporate, commercial strategies ... which does not detect the absence of a market / need: Too many startups are created on a brilliant and innovative idea which is often quickly overtaken by a disconcerting observation of simplicity or by the lack of commercial realism for this product.


  1. The lack of management and functional structure of strategy to determine the role of each and avoid the conflicts , differences of objectives and the accumulated pressure on the shoulders of the team that leads many startups to explode in flight.


  1. The lack of knowledge of realities and industrial imperatives in terms of production, supply chain, efficiency, productivity ... to reproduce the prototype


  1. The absence of quality documentation and of formalization of knowledge which only exists in the prototype stage in the minds of developers and which prevents their transmission at the time of the transition to the production and marketing phase.


Overall, the conclusion can be summed up in the fact that the founders of startups are often very creative and focus on innovation but sometimes less familiar with the other imperatives necessary to ensure the governance of their company. Imposing "monitoring" to proactively detect failures with possibly the ability to intervene to correct them should simply be a common sense reflex for all investments that wish to minimize their risks in startups.

How is "Monitoring" different from the control of my "Financial auditors", "Risk analysts", ...?

"Monitoring" is effectively based on the principles of auditing and risk analysis which aim to check whether what is done corresponds to the "normality" of what should be done.

On the other hand, unlike the auditor and the risk analyst, "Surveillance" has a certain legitimacy not to be satisfied with remaining within the defined perimeter and will not hesitate to shake up "normality" if necessary. , suggest the solution, force research and the decision to change.

Even if you most likely have your own competent and experienced resources in risk assessment, investment, finance, etc., multidisciplinary "Oversight" covers all of the (often interrelated) factors of good business governance. These often escape the sole financial radar. In fact, if we want to be fair, they will appear, but when it is too late because they are in fact factors that can only be detected with seasoned experience in multidisciplinary field operational surveillance.


Firms (Accountants, Tax Specialists, Recruitment, Legal, Lawyers, Social Secretariat, Audit, Consultants, Coaching ) are all the key players responsible for continuously helping you to find solutions to maintain, and if possible, to accelerate the growth of their clients' companies in their area of ​​expertise.

What is my interest in recommending you to my client?

By recommending us, you are acting above all in the best interests of your client by offering them solutions even if it is an area of ​​expertise that you do not master. By being the initiator of this solution, your customer will be eternally grateful to you and you will retain them.

You can also tell your client that it is not your area of ​​expertise to let them find a solution on their own. You then take the risk that he will find a provider who could hasten to dismiss you.

You can also try to solve the subject yourself on an area of ​​expertise that you do not master at the risk of losing all credibility in your area of ​​expertise.

How can I be sure that your interventions are complementary and that you will not contradict my work?

It also goes without saying that, knowing your area of ​​expertise, we do not intervene in it. Also, it would be totally unnecessary for us to hire a consultant to cover an area that you already cover.


In addition, our patented F © methodologies which formalize our intervention approach notably provide for the relationship of our activities to your client but also the (internal) relationship between us of all the elements that we must take into account.

Moreover, insofar as we systematically assign a coordinator in addition to our experts on each mission, the latter will not fail to discuss with you if there was the slightest doubt about a possible possible contradiction.


How can I be sure that you are not going to compete with me and take my client?

Our ethics, our values, our commitments and our agreements are very clear on this subject. We refrain from any unfair competition with our partners. Even if you haven't had a relationship with your client for a long time, he remains your client indefinitely. Indeed, we do not consider that there is a possible lapse in a relationship of TRUST. It is acquired and due for life! Therefore, if your client were to contact us directly, we undertake to notify you immediately and never to provide services directly for him. Even for free.

How can I be sure that you will do quality work for my client?

Obviously there is a relationship of trust that must be established. This is gradually being established but is also consolidated by the seriousness of our intervention formality that we rigorously defined in our patented F © methodologies . This notably provides for the report of our activities to which you have permanent access.

In addition, as we are proud to indicate in our values, we respond to our clients' challenges as if they were our own. And we promise, if we don't know how to help in certain circumstances or if we no longer see a possible return on investment for your client, to withdraw!


You can therefore be sure that we will always intervene with the highest quality standards at your client's premises.

Partners