С-level in Operations

Founders or C-level executives are excessively involved in minor operational issues, creating decision bottlenecks.

Low Delivery Margin

Operations incur high expenses while clients pay less than potential, or the company spends more than necessary.

Client Drop-offs

Clients depart without clear reasons or are discovered only after the fact.

Inefficient Business Processes

Operations consume extensive resources and do not yield expected results or operate autonomously.

Inefficient Organizational Structure

Lacks clearly defined functions, roles, and responsibilities.

Unpredictable Business Development and Revenue

Revenue planning and execution fail to meet stability and growth targets.

Inefficient Account Management

Lack of deep knowledge of projects and clients, miss upselling opportunities, struggle with rate renegotiation, etc.

Project Failures

Commitment to projects fail due to inaccurate pre-sale estimates, leading to cancellations and budget overruns.

Presale-to-Delivery Transition

What is sold during presale does not match the delivered product or service, with inadequate transition quality.

Client Claims

Client satisfaction levels are low, resulting in frequent claims.

Resource Underutilization

Resources, including bench personnel, remain underutilized, increasing operational costs.

Budget Mismanagement

Financial losses recur from poorly managed project budgets.

Managed Project Offering Issues

Difficulty in selling and delivering engagement models other than team augmentation, with weak risk assessment in fixed-price contexts.

Insufficient SDLC

No standardized approaches, policies, or procedures in software development, leading to varied practices across projects.

Centre of Excellence Issues

Absence of competence management and role-appropriate knowledge.

Ineffective Resource Management

Human resources are poorly controlled and graded, leading to project staffing mismatches and elevated costs.

Unclear Progress Tracking

Lack of clarity on project stages, whether meeting timelines or issues exist, leading to a lack of actionable results.

Ineffective Metrics

Metrics used fail to accurately reflect project health or progress, leading to inefficient resource utilization.

Inconsistent Processes Across Projects

Lack of standardized project management practices across teams, complicating project execution and success evaluation.

Poor Project Progress Visibility for the Client

Insufficient project information and reporting for clients.

Absence of PMO Standards

Project documentation standards are missing, with unclear performance tracking and measurement.

NPM management issues

High overheads lead to low business profitability.

Revenue Utilization

High amounts of uncollected receivables with clients delaying or refusing payments.

Inefficient Organizational Structure

Responsibilities are undefined or outdated, leading to non-prioritized activities.

Cross-departmental Misalignment

Inadequate synergy between delivery, sales, marketing, and other teams hampers effective execution and planning.

Excessive Dependence on Key Individuals

Reliance on key personnel risks operational continuity in their absence or restricts role flexibility.

Low Number / Absence of Referrals

Clients do not advocate for or refer the company within their networks.

FTEs Cutting / Project Drop-offs

Regular reductions in staff or project discontinuations

Insufficient Project and Client Insight

Ongoing project details and client conditions are poorly understood, affecting management and planning.

Absence of Opportunities for Business Growth

Limited avenues for expanding business scope or entering new markets.

Client Claims

Frequent issues raised by clients regarding service levels or project outcomes.

Roles Responsibility Clarity

The necessity of roles proposed by the company on projects is unclear to clients.