Janne Aaltonen
Janne Aaltonen, Doctor of Science (Technology) is responsible for Konsulttiyhtymä AIKA’s innovation management and IPR services. You can find more information about Janne’s expertise and the services he has to offer at the web site of his own company Moosedog at www.moosedog.fi.
Tel. +358 (0)40 583 3824
Turnaround management of companies
Konsulttiyhtymä AIKA does turnaround management for companies according to the model introduced by TMA Finland. For more information, see www.tmafinland.fi
If there is a risk of recession, it is possible to prepare for future development and draw a Backup Plan for the company.
If the company is in a crisis, actual turnaround management can be done at three different levels of scope:
- TMA analysis and turnaround plan (3-7 days)
- Turnaround through the training of management and the organization (6-18 months)
- Turnaround as a rental manager service, supported by a team of consultants, if necessary (9-18 months)
A turnaround plan defines the scope, possibility of implementation and funding of the project. During the turnaround project, Konsulttiyhtymä AIKA will collaborate closely with a law firm specializing in insolvency cases, if necessary.
Partner Antti Lehtimäki, TMC (Turnaround Management Consultant)
R&D collaboration between companies and universities
We have prepared several research projects and corporate development projects. We have also often participated in the initial planning and coming up with ideas for a research project. Our strong corporate expertise is beneficial when research institutions are planning projects that serve corporations. Our corporate expertise is also an advantage when corporate parties are needed for projects. Often the goal of corporate development projects is new business. Possible approaches could include the expansion of current business through things like internationalization, or the development of entirely new business. Often these projects also involve product development and development of production.
Partner Timo Vasankari
Acquisition
The development of acquisition is about more than just reducing the price of purchases. Things that must be taken into account include:
- definition of raw materials and productization and standardization of components
- analysis and classification of the field of suppliers
- long-term goals for the development of supplier relationships and partnerships
- target numbers of suppliers
- skill and resources of the acquisitions department
- transportation and logistics issues
- negotiation tactics with different suppliers on different organization levels
- contract law
Good reliability of delivery must be ensured throughout the development process.
Well-managed acquisition requires a documented acquisition strategy, which includes descriptions of:
- what is the organization’s core area of expertise?
- what do we do ourselves and what do we obtain from a partner?
- what level of partnerships does the company have?
- what kinds of goals are set for the development of partnerships?
If the goal is to decrease purchasing prices by dozens of percent, one must prepare for a systematic development project of acquisition that will take a few years.
Partners: Reijo Törmä (acquisition, production and logistics), Timo Vasankari (ICT and technologies) ja Antti Lehtimäki (comprehensive turn-around management)
Operative action
In the development of production and operative action, Konsulttiyhtymä AIKA has a tangible, yet methodically very strong and internationally tried touch.
The requirements of modern business are:
- appropriately measured resources
- planned and managed know-how
- modern methods that are efficient and suitable for the situation
- strategy-oriented measurement of performance
The different functions of a company can no longer live their partly optimized everyday lives; they must be holistic and genuinely proactive in the whole company’s chain of delivery all the way down to the partners. Building sufficient transparency and cross-organizational collaboration is a way to succeed in ever tougher and changing competition. Planning and execution, and how skilled one is at them, require disciplined, systematic management of people and things, a holistic approach to business, speed and agility. Only skilled control of the whole leads to a competitive cost structure. Reliability of delivery simultaneously with a low inventory value requires planning and efficient management of material and data flows. Know-how is extremely important.
It is crucially important to be constantly alert in development: to put the right people to the right tasks they are skilled in, to ensure that operators have sufficiently real-time and correct information about situations, an effective communication system and courage and power to act quickly. In this kind of continuous development, AIKA can help a company with its “everyday hassle”.
Partner Reijo Törmä