> Results of research
Results of research – intervention in enterprises
Dysfunctions, regleted valuable potential resources.

 

The interaction of structures and behaviors within a firm creates 6 families of dysfunctions.These 6 categories constitute both explanatory variables of the company operation and control levers on the dysfunctions detected in the diagnosis.

  • THIS SIX FAMILIES CONSTITUTE
  • Explicative variables of functioning
  • Axes of solutions for the identified dysfonctions
 
  • Hidden costs are high - Average hidden costs
Example of hidden costs extracted from 2000 cases of companies and organizations (72 sectors)

 

The results are underestimated, considering the allotted time in the study, and inter-compagnies comparisons are not significant

Hidden costs : these are the costs left out of the company's information system (budgets, financial accounting, cost accounting and other indicators), as opposed to visible costs which are duly taken into account (wage costs, raw materials ...).Hidden costs are thus neither quantified nor controlled. They, however, affect the firm's performance, but, since they are hidden, they are not taken into account when decisions are taken by the management.

  • Hidden costs can be cut down to a certain extent through socio-economic development and innovative actions.
Qualitative, quantitative and financial results of socio-economic interventions
Example: measured performance of a small team in a large scale pilot case

Indicators

Qualitative performance

Quantitative performance

Financial results in euros (per capita and per year)

Absenteeism

- Increased motivation on the job
- Flexible working hours

- A 3% reduction in absenteeism due to sick leaves

800 €

Industrial injuries and occupational diseases

- Increased sensitization to occupational hazards
- Doing away with undue haste

 

Personnal turnover

- A lesser risk of turnover amongst newly hired personnel
- facilitated training

 

Non quality

- Fewer defects
- Improved regulation of defects
- Waste reduction

- Reject percentage cut by half

3 200 €

Direct productivity

- Increased pace
- Shorter delay

- + 16.2% over the period
-Delivery terms cut down by 2 and a half weeks

7 700 €

Total (per capita and per year)

11 700 €

 
  • Sizeable financial results subsequently obtained:

As regards the evaluated piloting actions as a whole: from 20 000 € to 70 000 € per capita and per year of hidden costs converted in reduced charges, increased production (i.e. a higher profitability ratio) and self-financed intangible investment increase.

A higher degree of satisfaction is thus reached among people external to the firm (clients, suppliers and other stakeholders) and its staff (from the CEO to employees and workers).

How can such results be obtained?

The major questions ISEOR research-interventions are trying to answer are:

  • How can we reach a higher and sustainable level of socio-economic performance?
  • How can we implant a new mode of management well adapted to the characteristics of an enterprise and its strategy?
  • How can we succeed in grafting new ideas, new technologies, new types of organization, new products, new client relationship new skills, new modes of operation without facing rejection, blocking, disruption, while helping the firm transform itself thoroughly (metamorphosis)?
  • The enterprise or organization following a socio-economic intervention

Piloting actions aimed at implanting the socio-economic management system arrived at within small and medium sized firms as well as in larger enterprises representing a wide range of organizations employing between 4 and 30,000 people in the private and public sectors, thriving on experiencing financial difficulties.
The adaptability of the socio-economic method made it easy to apply in over 2,000 enterprises and organizations within a wide range of business activities (72) throughout the world (46 countries over the four continents).

 

Follow up : Socio-Economic Intervention

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Dernière mise à jour : 19/02/2013
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