Umbrex is pleased to welcome Fabio Olivi. After graduation, Fabio started working in Large Consumer market industry with Companies like Procter&Gamble and Colgate Palmolive. Remained 4 years in this Industry, he then moved in the Management Consulting, having worked in Accenture (2 years, mainly Banking and Financial), KPMG Business Advisory (10 years, mainly Manufacturing) and finally in Bain&Company, where he remained for 4-5 years (Telco).
In all of those years of Consulting, he specialized in Supply Chain, Procurement organization, Organization, whie in Bain&Company he specialized mainly in Business Transformation projects and support for Industrial Plans, Due Diligence and CEO support for major business initiatives. Over last 10 years I act as Independent with ex Mc Kinsey in mostly Manufacturing projects, also running a personal business in Non-Performing-Loans industry.
Umbrex is pleased to welcome Maia Scher. Maia spent +7 years as Management Consultant at McKinsey and has been working as independent consultant and held executive corporate roles (SME companies and startups) since 2015. With broad and generalist background, she has developed particular expertise in general management & strategy, organizational issues, and company build/ biz.dev. She has undergrad degree in Economics and MSc. in Social Psychology.
She is passionate about delivering impact with purpose in a broad set of topics, industries, functions and geographies. During 2020, she cofounded a social, non for profit organization, designed as a “human collective intelligence network” which is focused on impacting to mitigate negative effects from Covid19 (health, education, economy) and seize the crisis as an opportunity for the aftermath. She is also passionate about helping leading women succeed in their professional careers. She mentors entrepreneurs in digital ecosystem and women in business, she writes and facilitates different workshops and capability building trainings.
She currently lives in Buenos Aires, Argentina, close to her parents, friends, and shares her home with a lovely rescued greyhound.
Umbrex is pleased to welcome Tomás Elewaut with Hopen – Management Consulting. Tomás spent seven years at McKinsey & Co., leading projects in South America, and has been running his own consulting firm focused on strategy, organization and business development since 2012.
Before starting his own consulting practice, he was founder and business development manager of and important agribusiness operation that raised capital from US institutional investors and the IFC (International Finance Corporation). Prior to McKinsey, he worked for the Techint Group and Banco Galicia. Tomás has particular expertise in strategy and general management advise, as well as board organization, as he currently serves in the board of a renowned non-profit hospital.
He lives in Buenos Aires, Argentina with his wife and three undergrad school age children. Tomás is happy to collaborate on projects involving strategy, organization, business development and general management advise.
The power of writing a list should never be forgotten. Luiz Zorzella has compiled a six-point list of tools and approaches that improve efficiency.
If you ever thought:
‘Hmmm… wouldn’t it be nice if I had a one-pager list of the tools that people use to improve process efficiency?’
Then today is your lucky day!
I have listed below my compilation of the main tools and approaches I found which other executives and consultants use to directly or indirectly process efficiency.
And, even though this list is not exhaustive, I have never found anything more useful than it to make sure you are not overlooking anything important.
By the way: if you see anything missing, please send me a note and I will be happy to include it in the next edition of this list.
The six areas of efficiency on this list include:
- Managing demand
- Organization alignment
- Value creation
Read the full article, 6 ITEMS FOR YOUR EFFICIENCY LAUNDRY LIST, on the Amquant website.
Umbrex is pleased to welcome Adriana Mascolli Fontes. Adriana is a former Senior Expert in the Organizations Practice at McKinsey with a focus on Organization and Leadership development. Since leaving the Firm in 2012, she has been collaborating with top boutique leadership consulting groups like Mobius Executive Leadership in designing and delivering leadership development programs. She is a certified Coach (ICF) and holds several certifications in the field of Organization, Culture and Leadership Development.
She spent 11 years at McKinsey, and prior to that 3 years at Monitor Group. She started her career at Banco Itau in Sao Paulo, Brazil and has a bachelor in Civil Engineering.
She has been living in Marin County, in the Bay area with her husband and two high-school children for 2 years. Prior to that, she lived in a sailing boat for 4 years, sailing from Seattle (US) to New Zealand. She speaks fluent English, Portuguese and Spanish. Her Italian is a bit rusty.
Adriana would be delighted to collaborate on projects involving organization, culture and leadership pillars.
Umbrex is pleased to welcome Shona Especkerman with Invictus Consulting. Shona is an accomplished management consultant and senior adviser with 20+ years of experience in Top Tier consulting firms (Booz & Company, Schlumberger, Accenture) on complex strategic engagements for companies, governments and investors. She has been running her own firm since 2016.
She has extensive experience designing innovative solutions for strategy, business development, organisation, business operations and digital challenges. She is passionate about collaborating with senior executives, investors and government officials in Asia Pacific and the Middle East’s fast growing markets to cultivate new business opportunities and create competitive advantage. Her sector experience includes energy, petrochemicals, e-commerce, logistics & transportation, financial services and retail.
She lives in Kuala Lumpur, Malaysia with her fiance, 2 dogs and cat, and is an avid meditator and yoga practitioner. Shona is happy to collaborate on projects involving Strategy, Organisation and Operations
Dan Markovitz explains why using post-it notes may not be the best way to organize your workflow.
One of my clients, a physician in an academic medical center, has been struggling with her personal kanban. She avoided all the common pitfalls—she kept finished tasks in her Done column, limited her WIP, and used Super Sticky Post-It notes to ensure that she didn’t lose any work to evening janitorial services. But she wasn’t making a whole lot of progress, which left her frustrated with the kanban—it wasn’t helping her manage her work.
A closer look at the Post-Its revealed the problem: giant tasks (projects, really) that had no chance of getting finished in anything less than a few months—in her case, “Work on R-01 Grant,” “Write New Oncology Paper,” “New Patient Intake Protocol,” among others. If you were to scale a note to the size of the task written on it, these should have been about the size of a Times Square billboard, not a 3×3 Post-It.
Read the full article, Why Ping-Pong Post-It Notes are Bad for You, on the Markovitz Consulting website.
Stephen Redwood provides a post that addresses a common problem most companies face when shifting to a new system: how to organize all the moving parts to prepare for the transformation.
Not since the world went from moving around by horse and cart to the use of steam engines, has the pace of change accelerated as much as it is now. So, when back in February 2018 Forrester published a paper entitled Digital Rewrites the Rules of Business it quite rightly focused on the need for companies to think transformational, rather than incremental when figuring out how to adapt to the digital world.
Many of my clients are on this journey and have asked me the question: “How should we organize for digital?”
Points covered in this article include:
1: The right reporting line for digital
2: Capabilities within the digital function
3: How to resource digital
4: The readiness of company culture
Read the full article, How Should We Organize for Digital?, on LinkedIn.
Stephen Redwood explains how organization design projects can fail to meet their objectives.
It’s a funny thing, but when it comes to the subject of organization design the first question clients usually ask me is: “How can we not screw this up?”Not unreasonably, clients recognize how unsettling these projects can be. They know that, too often, the results can fall short of expectations, so they want to minimize disruption and increase the odds of success.
In this article, points covered include:
-“Men are Moved by Two Levers Only: Fear and Self Interest”
-What The Eye Doesn’t See The Heart Doesn’t Grieve Over
-Broken Rearview Mirrors
-Everyone has a best friend
Read the full article, How Do Organization Design Projects Get Messed Up, on LinkedIn.