{"id":21609,"date":"2022-04-27T07:45:12","date_gmt":"2022-04-27T07:45:12","guid":{"rendered":"https:\/\/gcp-consulting.eu\/video-discover-gcp-consulting-services\/"},"modified":"2022-05-30T08:56:10","modified_gmt":"2022-05-30T08:56:10","slug":"video-discover-gcp-consulting-services","status":"publish","type":"post","link":"https:\/\/gcp-consulting.eu\/en\/video-discover-gcp-consulting-services\/","title":{"rendered":"Video: Discover GCP Consulting services"},"content":{"rendered":"\t\t
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GCP Consulting services: our consultants answer you! \"\ud83c\udfa5\"<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Discover the services offered by GCP Consulting explained by our consultants.<\/span><\/p>

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1. Who is GCP Consulting?<\/h3>

Since 2004, GCP Consulting has built a team of professionals <\/span>experienced in many industries. A team <\/span>committed to the implementation of the transformation projects of our clients<\/span>, which draws its know-how from the entrepreneurial activities of<\/span> GCP Group.<\/span><\/p>

2. In which business sectors is GCP Consulting active?<\/h3>

GCP Consulting is active in all sectors, both private and<\/span> public.<\/span><\/p>

3. What services does GCP consulting offer?<\/h3>

GCP Consulting focuses its activities on operational strategy<\/span>and support for the implementation of its pragmatic recommendations,<\/span> project management and change management.<\/span><\/p>

4. What are the values \u200b\u200bof GCP Consulting?<\/h3>

We have 3 maxims to which we refer: take things seriously without taking yourself seriously<\/span>, the devil is in the details<\/span>and never underestimate the resistance to change.<\/span><\/p>

5. What is digital transformation? <\/h3>

The<\/span> <\/span>digital transformation<\/span> <\/span>est<\/span> le <\/span>processus<\/span> qui <\/span>consiste<\/span> \u00e0 <\/span>remplacer<\/span> les <\/span>processus<\/span> m\u00e9tier <\/span>manuels<\/span> par les <\/span>toutes<\/span> <\/span>derni\u00e8res<\/span> alternatives <\/span>num\u00e9riques<\/span>. <\/span> <\/p>

The goal of digital transformation<\/span> <\/span>is<\/span>to<\/span>create<\/span>valor.<\/span>This<\/span> <\/span>goal<\/span> <\/span>is achieved <\/span>thanks <\/span>to <\/span>the<\/span> <\/span>l’am<\/span>\u00e9<\/span>lioration<\/span> des processus m<\/span>\u00e9<\/span>tier, de <\/span>l’<\/span>exp<\/span>\u00e9<\/span>rience<\/span> client et du rapport <\/span>co<\/span>\u00fb<\/span>t-<\/span>efficacit<\/span>\u00e9<\/span>. <\/span><\/p>

Nowadays, companies have to invest in <\/span>digital transformation in order to remain competitive in the market. An <\/span>A classic example of a project that can be found in both the<\/span> public and private sectors is the implementation of a<\/span> CRM (Customer Relationship Management)<\/span> or an ERP (Enterprise Resource Planning).<\/span> <\/p>

6. What is a strategic diagnosis?<\/h3>

A strategic <\/span>diagnosis<\/span> <\/span>is<\/span> <\/span>a<\/span> <\/span>analyse<\/span> de <\/span>l’environnement<\/span> <\/span>externe<\/span> <\/span>ainsi<\/span> que de la <\/span>cha\u00eene<\/span> de <\/span>valeur<\/span> interne de <\/span>l’entreprise<\/span> <\/span>afin<\/span> <\/span>d’identifier<\/span> les <\/span>facteurs<\/span> <\/span>cl\u00e9s<\/span> de succ\u00e8s. <\/span>Lors<\/span> de <\/span>ce<\/span> diagnostic <\/span>une<\/span> carte <\/span>strat\u00e9gique<\/span> <\/span>(<\/span>autrement<\/span> <\/span>appel\u00e9e<\/span> Balance Scored Card) <\/span>est<\/span> <\/span>cr\u00e9\u00e9e<\/span>.<\/span><\/p>

Un <\/span>tel<\/span> diagnostic <\/span>permet<\/span> de <\/span>d\u00e9finir<\/span> les <\/span>objectifs<\/span> <\/span>strat\u00e9giques<\/span> qui <\/span>permettront<\/span> <\/span>d’atteindre<\/span> la vision de <\/span>l’entreprise<\/span> tout <\/span>en<\/span> <\/span>respectant<\/span> <\/span>ses<\/span> <\/span>valeurs<\/span> et <\/span>en<\/span> <\/span>garantissant<\/span> <\/span>l’accomplissement<\/span> de <\/span>sa<\/span> mission premi\u00e8re. <\/span> <\/p>

6.1 Why carry out such a diagnosis? <\/h4>

Il y a <\/span>plusieurs<\/span> raisons qui <\/span>justifient<\/span> le <\/span>besoin<\/span> de <\/span>r\u00e9aliser<\/span> un <\/span>tel<\/span> <\/span>diagnostic: La <\/span>volont\u00e9<\/span> pour <\/span>l’entreprise<\/span> de <\/span>d\u00e9finir<\/span> des actions <\/span>concr\u00e8tes<\/span> <\/span>en<\/span> <\/span>fonction<\/span> des <\/span>objectifs<\/span> \u00e0 <\/span>atteindre<\/span>, la <\/span>priorisation<\/span> et le <\/span>s\u00e9quencement<\/span> <\/span>des <\/span>projets<\/span>, la <\/span>r\u00e9solution<\/span> de probl\u00e8mes.<\/span><\/p>

6.2 What are the key stages of a strategic diagnosis? <\/h4>

La premi\u00e8re \u00e9tape <\/span>est<\/span> de <\/span>comprendre<\/span> la vision, la mission et les <\/span>valeurs<\/span> de <\/span>la <\/span>soci\u00e9t\u00e9<\/span> et <\/span>d’analyser<\/span> la <\/span>maturit\u00e9<\/span> de <\/span>l’organisation<\/span> <\/span>ainsi<\/span> que les tendances <\/span>du <\/span>march\u00e9<\/span>. <\/span> <\/p>

Ensuite, \u00e0 <\/span>l’aide<\/span> de sessions de travail avec les parties <\/span>prenantes<\/span> du projet <\/span>on <\/span>va<\/span> identifier les <\/span>objectifs<\/span> m\u00e9tier \u00e0 <\/span>atteindre<\/span> <\/span>en<\/span> <\/span>commen\u00e7ant<\/span> par la <\/span>perspective <\/span>d’apprentissage<\/span> et de <\/span>croissance<\/span> (<\/span>ce<\/span> qui correspond \u00e0 <\/span>l’analyse<\/span> <\/span>organisationnelle<\/span>)<\/span><\/p>

  • On <\/span>continuera<\/span> par la perspective m\u00e9tier <\/span> <\/li>
  • La perspective client <\/span><\/li>
  • Et <\/span>finalement<\/span> la perspective financi\u00e8re<\/span><\/li><\/ul>

    Afin de <\/span>garantir<\/span> <\/span>l’adoption<\/span> de <\/span>ces<\/span> <\/span>objectifs<\/span>, le diagnostic <\/span>strat\u00e9gique<\/span> sera <\/span>challeng\u00e9<\/span> par les sponsors du projet <\/span>c’est<\/span> <\/span>l’aspect<\/span> “Build executive <\/span>Leadership” de <\/span>notre<\/span> <\/span>approche<\/span> du change management<\/span><\/p>

    7.<\/span><\/span>u\u2019est-ce que le procurement ? Comment est-ce que GCP accompagne ses <\/span><\/span>clients dans cette gestion ?<\/span><\/span><\/h3>

    Le <\/span>procurement<\/span> est le d\u00e9partement dans une entreprise qui s\u2019occupe de la gestion <\/span>globale des achats.<\/span><\/p>

    <\/span>GCP Consulting propose divers services aux entreprises, dont des services <\/span>d\u2019accompagnement dans la transformation (gestion de projet, l\u2019am\u00e9lioration de <\/span>processus, la <\/span>supply<\/span> <\/span>chain<\/span>) mais \u00e9galement des services li\u00e9s au <\/span>Procurement<\/span>.<\/span><\/p>

    De la d\u00e9finition des besoins jusqu\u2019\u00e0 la s\u00e9lection d\u2019un fournisseur, GCP aide le <\/span>d\u00e9partement <\/span>Procurement<\/span> dans toutes les \u00e9tapes de la proc\u00e9dure de s\u00e9lection.<\/span><\/p>

    Selon le type de proc\u00e9dure dans lequel on se trouve, il y a des r\u00e8gles en termes de <\/span>publicit\u00e9, de n\u00e9gociations, de d\u00e9lais,\u2026 qui sont \u00e0 respecter et GCP aide \u00e0 les suivre.<\/span><\/p>

    Qu\u2019est-ce que la gestion des march\u00e9s publics ?<\/span><\/span><\/p>

    La gestion des march\u00e9s publics permet \u00e0 des entreprises publiques, des administrations, <\/span>des personnes morales de contractualiser des march\u00e9s.<\/span><\/p>

    Ces march\u00e9s sont toutefois soumis \u00e0 une r\u00e8glementation tr\u00e8s stricte. <\/span><\/p>

    <\/span>Il y a plusieurs <\/span>types de march\u00e9s<\/span> : travaux, services, fournitures.<\/span><\/p>

    Il y a plusieurs <\/span>types de secteurs<\/span> : classiques et sp\u00e9ciaux (r\u00e9gimes de passation diff\u00e9rents).<\/span><\/p>

    Il y a plusieurs <\/span>types de proc\u00e9dures de passation<\/span>, selon le secteur dans lequel on se situe : <\/span>proc\u00e9dure ouverte, proc\u00e9dure restreinte, proc\u00e9dure n\u00e9goci\u00e9e avec ou non mise en <\/span>concurrence pr\u00e9alable,\u2026 aux r\u00e8gles diff\u00e9rentes.<\/span><\/p>

    Il y a plusieurs <\/span>principes fondamentaux<\/span> \u00e0 respecter dans la gestion d\u2019un march\u00e9 <\/span>(transparence, d\u2019\u00e9galit\u00e9, de proportionnalit\u00e9,\u2026).<\/span><\/p>

    <\/span><\/p>

    -><\/span> <\/span>Toutes ces r\u00e8gles sont \u00e9videmment bien connues des d\u00e9partements Procurement mais <\/span>GCP aide concr\u00e8tement \u00e0 les mettre en \u0153uvre et les respecter<\/span><\/b>.<\/span><\/p>

    8. Comment est-ce que GCP accompagne ses clients qui sont soumis aux <\/span><\/span>r\u00e8gles de march\u00e9s publics ?<\/span><\/span><\/h3>

    GCP a acquis une exp\u00e9rience solide dans la gestion des march\u00e9s publics en aidant ses <\/span>clients \u00e0 contractualiser divers march\u00e9s au fur et \u00e0 mesure des collaborations.<\/span><\/p>

    De mani\u00e8re concr\u00e8te, GCP coordonne toute la proc\u00e9dure de s\u00e9lection, de la d\u00e9finition des<\/span> <\/span>besoins jusqu\u2019\u00e0 la s\u00e9lection d\u2019un fournisseur:<\/span><\/p>

    • D\u00e9but de la s\u00e9lection <\/span>: e<\/span>n impliquant tous les m\u00e9tiers de l\u2019entreprise<\/span><\/li>
    • Lors de la r\u00e9daction de cahier des charges<\/span> : en proposant une <\/span>m\u00e9thodologie <\/span>rigoureuse, avec des templates \u00e9prouv\u00e9s<\/span><\/li>
    • Lors de l\u2019analyse des offres<\/span> : en suivant une m\u00e9thodologie d\u2019analyse objective<\/span><\/li>
    • Lors des n\u00e9gociations <\/span>: en accompagnant le client lors des rounds de d\u00e9monstrations <\/span>puis de n\u00e9gociations avec les soumissionnaires du march\u00e9<\/span><\/li>
    • Enfin, lors des motivations <\/span>: en r\u00e9digeant les motivations d\u2019attribution du march\u00e9.<\/span><\/li><\/ul>

      GCP s\u2019adjoint \u00e9galement des comp\u00e9tences de cabinets d\u2019avocats externes lorsque des <\/span>questions pointues doivent \u00eatre pos\u00e9es et organise des formations sur la r\u00e8glementation <\/span>des march\u00e9s publics pour ses collaborateurs.<\/span><\/p>

      Quel type d\u2019aide peut apporter GCP pour la r\u00e9daction de cahier des <\/span><\/span>charges ? <\/span><\/span> <\/p>

      Lors de la r\u00e9daction d\u2019un cahier des charges, il y a plusieurs \u00e9l\u00e9ments importants:<\/span><\/p>

      • Impliquer tous les m\u00e9tiers de l\u2019entreprise pour d\u00e9finir ensemble les besoins, en animant <\/span>des ateliers afin de r\u00e9colter l\u2019information.<\/span><\/li>
      • D\u00e9finir les r\u00f4les de chaque lecteur \/ chaque \u00e9valuateur et expliquer les attentes<\/span><\/li>
      • Orienter le cahier des charges d\u2019un point de vue processus et organisation, avant de <\/span>parler outils<\/span><\/li>
      • Structurer la r\u00e9daction du cahier des charges gr\u00e2ce \u00e0 des templates \u00e9prouv\u00e9s <\/span><\/li><\/ul>

        parties administratives, contractuelles, techniques, annexes<\/span><\/p>

        • Organiser des sessions de revues individuelles puis collectives pour bien \u00eatre align\u00e9s <\/span><\/li>
        • Organiser des sessions de validation avec les diff\u00e9rents responsables <\/span><\/li>
        • Publier en temps et en heure le cahier des charges aux soumissionnaires du march\u00e9. <\/span><\/li><\/ul>

          \uf0e0<\/span> <\/span>Un cahier des charges bien structur\u00e9 et qui couvre l\u2019enti\u00e8ret\u00e9 des besoins, c\u2019est la 1<\/span>\u00e8re<\/span> <\/span>\u00e9tape de la s\u00e9lection puis du projet lui-m\u00eame qui est r\u00e9ussie. <\/span> <\/p>

          9. What is change management?<\/span><\/span><\/h3>

          On dit que la seule constante dans la vie est le changement. C\u2019est <\/span>valable tant dans nos vies priv\u00e9es que professionnelles.<\/span><\/p>

          Chez GCP Consulting, nous <\/span>d\u00e9finissons<\/span> la gestion du <\/span>changement<\/span> <\/span>comme<\/span> <\/span>\u00e9tant<\/span> <\/span>une<\/span> <\/span>approche<\/span> <\/span>syst\u00e9mique<\/span> qui <\/span>permet<\/span> <\/span>d\u2019aligner<\/span> les <\/span>processus<\/span>, les <\/span>outils<\/span> et <\/span>l\u2019organisation<\/span> au travers <\/span>d\u2019une<\/span> <\/span>s\u00e9rie<\/span> <\/span>d\u2019activit\u00e9s<\/span> <\/span>qui <\/span>ont<\/span> pour <\/span>objectif<\/span> <\/span>d\u2019aider<\/span> les <\/span>\u00e9quipes<\/span> \u00e0 adopter les <\/span>changements<\/span> <\/span>quels<\/span> <\/span>qu\u2019ils<\/span> <\/span>soient<\/span>.<\/span><\/p>

          10. Quelles sont les cl\u00e9s de la r\u00e9ussite d\u2019un projet de changement?<\/span><\/span><\/h3>

          La premi\u00e8re \u00e9tape-cl\u00e9 pour r\u00e9ussir un projet de transformation est de planifier correctement la gestion du <\/span>changement, en totale ad\u00e9quation avec le planning du projet pour planifier les activit\u00e9s aux moments-cl\u00e9s.<\/span><\/p>

          Ensuite, il est primordial de disposer d\u2019un support fort des sponsors du projet, avec une bonne <\/span>communication top-down et <\/span>bottom<\/span>-up, pour garantir la bonne mobilisation des ressources et la correcte <\/span>compr\u00e9hension et impl\u00e9mentation des impacts du changement sur les processus et l\u2019organisation. <\/span> <\/p>

          De plus, il faut pr\u00e9voir un plan de communication adapt\u00e9, avec des canaux de communication cibl\u00e9s et <\/span>\u00e9prouv\u00e9s, avec des messages \u00e0 r\u00e9elle valeur ajout\u00e9e pour les diff\u00e9rents groupes de parties prenantes.<\/span><\/p>

          Il est \u00e9galement important de correctement former les utilisateurs, tant les utilisateurs-cl\u00e9s qui vont valider la <\/span>solution en cours de projet, que les utilisateurs finaux qui doivent r\u00e9ellement prendre en main les nouveaux <\/span>outils.<\/span><\/p>

          Enfin, nous pr\u00e9conisons de mesurer tant la propension \u00e0 changer avant le go-live, que l\u2019adoption effective de <\/span>la solution en post-go-live.<\/span><\/p>

          En conclusion, comme le r\u00e9sume tr\u00e8s bien notre 3\u00e8me maxime, il ne faut jamais, mais alors l\u00e0 jamais, sous-<\/span>estimer la r\u00e9sistance au changement.<\/span><\/p>

          11. Quels sont les outils\/m\u00e9thodes utilis\u00e9s par GCP Consulting pour la <\/span><\/span>gestion du changement ?<\/span><\/span><\/h3>

          Nous avons construit une bo\u00eete \u00e0 outil inspir\u00e9e de la m\u00e9thodologie <\/span>ADKAR que nous personnalisons de mani\u00e8re pragmatique selon le <\/span>contexte organisationnel et culturel de nos clients.<\/span><\/p>

          Nous coordonnons nos activit\u00e9s de gestion du changement au travers <\/span>de diff\u00e9rentes m\u00e9thodologies qui permettent :<\/span><\/p>

          • De planifier correctement le changement<\/span><\/li>
          • de garantir le support fort des sponsors et du top management, de <\/span>communiquer de mani\u00e8re cibl\u00e9e et efficiente, de former les <\/span>utilisateurs <\/span> <\/li>
          • Et d\u2019assurer une bonne adoption des changements au travers de <\/span>toute l\u2019organisation<\/span><\/li><\/ul>

            <\/h3>

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            <\/span><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

            GCP Consulting services: our consultants answer you! Discover the services offered by GCP Consulting explained…<\/p>\n","protected":false},"author":4,"featured_media":21558,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[195,1],"tags":[],"class_list":["post-21609","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-life-at-work","category-uncategorized"],"yoast_head":"\nDiscover the GCP Consulting services in video through our consultants<\/title>\n<meta name=\"description\" content=\"Since 2004, GCP Consulting has built a team of professionals experienced in many sectors of activity. A team committed to the implementation of our clients' transformation projects, which draws its know-how from the group's entrepreneurial activities. 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