Performance improvement, behavioural change and business transformation

PM Unit

Perpetual renewal

Business change, performance improvement and organisational transformation should be part of business-as-usual

Performance improvement

Define vision and strategic objectives

Describe the linkages between your vision, mission statement, operating principles, strategic objectives and service offering

Identify measurable metrics and KPI

Measure the alignment between the value chain and supply chains' outputs, with the vision and the strategic objectives

Establish source of data for reporting

Establish alignment between operational principles, strategic objectives and outputs through data analysis and reporting

Optimise, reposition performance levers

Remain competitive and improve your market position, by identifying and operating key internal performance levers


Invest in human capital


Protect the environment


Leverage future trends


Act fast and effectively


Optimise and reduce loss

Continuous performance improvement

Performance improvement, Bogdan Ciocoiu, operating model, methodology

Tailored services

Hybrid change project management ensures consistent delivery during disruptive times

Change radar, performance improvement, Bogdan Ciocoiu

Long term perspective

Build a holistic view of the broader ecosystem to mitigate against disruptive forces

Organisations transitioning to competitive and flexible ways of working which improve performance (COVID-19)

Focus on long term value

Develop modern, VR, cloud-based ways working remotely to accommodate today's challenges

Diversity, inclusion, equity, belonging, Bogdan Ciocoiu

Diversity, inclusion and equity

Nurture cohesion, collaboration and increase retention rate in your organisation

Agile Scrum, enabling tools and methodologies, Bogdan Ciocoiu

Agile Scrum methodology

Build business resilience by leveraging a robust project delivery framework

Programme mobilisation post-COVID-19 - Agile Scrum and delivery best practices

Programme mobilisation

Programme mobilisation post-COVID-19 - Agile Scrum and delivery best practices

Embedding responsiveness and agility at the DNA

Responsiveness and agility

Embed responsiveness and agility capabilities at the DNA of the organisation

Transformation offices leverage Agile, Power BI and information management

Transformation offices

Transformation offices leverage Agile, Power BI and information management

Bogdan Ciocoiu business analysis change and adaptation

Business analysis

Establishing 'what good looks like' commands robust business analysis capabilities

2020-09-13 - How to succeed in the new norm - Bogdan Ciocoiu

Working remotely

Up-skill your teams, so they remain competitive by leveraging technology and innovation

Organisations are fluid and organic

Organisations operate within complex networks of systems and power dynamics, which manoeuvre performance levers as best as they can; businesses are as fluid as we are. Organisations are organic​ and vulnerable to environmental forces such as politics, societal changes and emerging technological trends.

In these conditions, the role of change leaders becomes critical to ensure organisations remain healthy in terms of staffing and financial KPIs, relevant as far as the markets are concerned by continuously realigning themselves, and for the ambitious ones to ensure they thrive by remaining competitive.

Leverage agile, lean and six sigma

Create a tailored methodology to optimise operating models, reduce losses and invest capital in expanding efficiently and reach out to wider audiences

Countries worldwide
Spoken languages
Currencies in the world
People worldwide

Performance improvement pillars

Establish your current position within the ecosystem based on your offering, capability and operating model and strategic objectives. Set out your future target state and begin the transition (Bogdan Ciocoiu, 2020).

Define current state



  • Data visualisation, business intelligence and analytics
  • Value chain and supply chain analysis and deep dives
  • Process value mapping, five whys, and root cause analysis
  • Agile Scrum, stand-ups, brainstorming and storytelling
  • Programme baseline assessment and fit-gap analysis
  • Stakeholder interviewing and theme development

Define future state


Next year

  • Target operating model and process design
  • Enterprise architecture and service integration
  • Capability transformation roadmap including GBO
  • Green book business case including financial case
  • Future-ready service dependency assessment
  • External positioning via PESTLE and Porter 5 forces

Drive the transition



  • Transformation Office and PMO and GBS capabilities
  • RAID centralisation and interface management services
  • Integrated programme and project portfolio controls
  • Stage gates management and assurance regimes
  • Benefits realisation management and progress completion
  • Interactive dashboards, PoaP, SLT and STG management

Continuous improvement


Performance improvement, business change and transformation are necessary to ensure organisations remain competitive and play a prominent role within their operating ecosystems.

Start meaningful conversations

contact [at] pmunit [dot] com

Be part of the transformation jurney

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