Our 3-Stage Strategy Development Proposition & Progressive Transformation Process is designed to address the 21st Century strategic challenges head-on by:

Developing and implementing people-centric corporate/business strategy process (putting people at the centre of strategy development process)

Ensuring logical/rational relationships, integration and engagement between people across the organization

Setting in motion the true integration of corporate/business strategy and business processes

Our proposition is strategically-focused – developing/creating core competences, strategies and “Centres-of-Excellence” fit for the knowledge-based “Built-to-Last Culture”.

Our aim is to give your organisation the route-map to become a Strategic Intelligent Enterprise; one that can adapt to changing circumstances by 'Learning-at-Speed' and stay ahead of the competition by a process of continuous improvement & constant regeneration.

Why have Processes?

The term "process" captures the firm's strategic intent and its continuous learning into business activities that are strategically focused, efficiently conducted and dynamically adjustable

Processes are the key enabler for improving business productivity and profitability. They do so by enabling the firm to perform its business activities much more efficiently and responsively, and at a much lower transaction and operational cost, than if those business activities are performed on an ad-hoc basis without using well defined & engineered Business Processes

Toyota has identified eight major types of “non-value-adding” waste in its business operations, which are briefly described below for reference (“The Toyota Way”, Jeffrey Liker, 2004).

According to Fujio Cho, President of Toyota Motors, many good American companies have respect for individuals, and practice 'Kaizen' (the Japanese Continuous Improvement System) and other TPS & Lean Production tools/methods. He goes on to argue, however, that what propels Toyota to the top, above its all competitors, is having all the business elements together as a fully “end-to-end” integrated business system. Mr Cho insists that to maintain this advantage, it is essential that Toyota's business system is continually adhered to in a consistent and concrete way. The only way that Toyota can ensure this happens each & every day is through designing & deploying fully integrated “end-to-end” business & operational processes.

Over Production

producing items for which there are no orders; in the process generating other forms of waste including over-staffing, additional storage and transportation requirements and extra capital costs (excess inventory etc).

Waiting (Time-on-Hand)

workers merely serving to watch an automated machine or having to stand around (waiting for the next processing step, tools, supply parts, etc.) or simply having no work to do at all because of stock-outs, processing delays, equipment down-time and capacity bottlenecks.

Unnecessary Transport or Conveyance

carrying work-in-process (WIP) long distances or moving materials, parts, finished-goods into or out of storage between processes.

Over Processing or incorrect Processing

taking unneeded steps to process the tasks; inefficiently processing due to poor tools and product design, causing unnecessary motion and producing defects; generating waste by providing higher-quality products than necessary

Excess Inventory

excess raw material, or overly stockpiled finished goods, resulting in longer lead-times, risks of obsolescence and damage, additional transportation and storage costs and delays. Excess inventory also hides problems such as production imbalance, late deliveries from suppliers, defects, equipment down-time, and long set-up times.

Unnecessary Work effort

any wasted work employees perform during the course of their working-hours. This might include looking for things and information, reaching for things and information or tools, and unnecessary communication.


anything that requires unnecessary duplication or re-work effort to correct problems in products or services results in a waste of resources, a decline in productivity, additional capital costs, a de-motivated and demoralized workforce, and dissatisfied customers resulting in “loss-of-potential-business” opportunities.

Unused Employee Creativity

losing time, ideas, skills, capabilities, potential improvements and learning opportunities by not engaging or listening to your employees.

We have discovered overwhelming evidence that the most successful “Built-to-Last” Strategic Intelligent Enterprises (e.g. Toyota, Honda, Matsushita, GSK, Pfizer, Johnson & Johnson, Microsoft, Cisco, GE, Intel, IBM, Goldman Sachs, Citibank, etc.) are deeply committed to designing, implementing, and deploying “state-of-the-art” people-centric business and operational process.

A.T.M Key Client-Facing Processes :

All our Client-Facing Processes are designed to improve our client's people skills & capabilities - People-Centric & In-Built Hands-on Knowledge Transfer Processes

Our entire engagement process is focused on building our Clients’ internal skills, capabilities & core competencies by ensuring a hands-on transfer of knowledge during our engagement process

Our Client-Facing Engagement Process is designed to manage 'end-to-end' clients’ Business Integration

Our entire Engagement Process is directed towards the Progressive Transformation of our clients’ businesses (creating value) – rather than disruptive, distracting & destructive transformation (which destroys value) - Keyhole Surgery -V- Invasive Surgery

Our entire Engagement Process is strategically focused towards the development of a “Built-to-Last Culture”, through continuous improvement and constant re-generation to create 'Strategic Intelligent Enterprises’ “Build-to-Last”

People drive > Processes, drive > Productivity, which drives > Performance / Profitability

Business & Operational PROCESSES Transformation – Measurement & Calibration

People Development PROCESSES (HR)

  • Talent Recruit & Development
  • Formal Asessment of (Skills, Capabilities & Competences)
  • Leadership Development
  • Succession Planning
  • Motivation & Mentoring
  • Staff Performance Monitoring Management
  • Training – identification & Planning, and Delivery
  • Knowledge Management
  • Performance KPI Tracking, Assessment & Evaluation
  • Performance Scorecard “Balanced Scorecard”


  • Customer Relationship Management
  • Corporate Communication
  • Operational Transformation
  • Sales & Order Mgmt
  • Invoicing/Payments
  • Business Planning
  • Business Integration
  • Business Transformation
  • Change Management
  • Business Readiness Planning
  • Performance Management
  • KPI Tracking & Reporting
  • Business Risk Mgmt

Operational Processes (Including IS/ICT/TMT)

  • Operational Planning
  • Product/Service Development
  • Customer Management
  • Quality Planning & Mgmt
  • Operational Change Mgmt
  • Programme/Project Mgmt
  • PMO Design/Development
  • Capacity Planning
  • Information Management
  • Application Management
  • Infrastructure Management
  • KPI Development, Tracking, Management & Reporting
  • Supply Chain Management
  • BCP & DR Planning
  • Security Management
  • Operational Risk Mgmt


  • Financial Planning
  • Cash Flow-Planning/Mgmt
  • Cost Control & Management
  • P&L , (Forecast/Reporting)
  • Investment Management
    • Investment Analysis
    • Investment Appraisal
    • Financial Modelling
    • CAPEX, OPEX, ROI, NPV, IRR, DCF, etc
    • Total Cost of Ownership (TCO) Analysis
    • Asset Valuation
    • Capital Asset Pricing (CAPM Modelling)
  • Financial Risk Management

Our Latest Insights

Our Strategic Transformational Purpose is to build your organisation’s strategic skills, capabilities and core competences, and in the process to help you build a ”Learning” and “Strategic Intelligent Enterprise” that is truly “Built-to-Last”.

Case Studies

For decades, we've been delivering unmatched results across a variety of industries. Browse our case studies to hear from some of our customers.