Implicit procedures
Practices exist, but are not formalised enough to withstand an absence, a departure or a workload increase.
Operational organisation consulting
An organisation should not depend on the memory of a few people.
I support companies, institutions and regulated professions in structuring their operational organisation: clarifying roles, formalising processes, documenting practices and transferring know-how.
When an organisation relies on habits, implicit knowledge or a few key people, departures, absences, reorganisations or growth phases quickly reveal operational fragilities. My work makes the way teams operate more legible, more robust and easier to transfer.
Typical situations
When day-to-day operations become difficult to explain, hand over or manage.
Organisations often compensate through habit, word of mouth or individual memory. My work makes that functioning legible, maintainable and transferable — without creating unnecessary bureaucracy.
Support function to structure
Scope, responsibilities, tools and decision circuits need to be clarified to stabilise the activity.
Difficult handovers
A new team member must take over a function or critical practices without depending exclusively on oral transmission.
Entry engagement
Operational legibility diagnostic.
A short format to objectify weak points, prioritise workstreams and decide whether deeper structuring is worthwhile.
Indicative format: 8 to 10 days
- targeted interviews and observation of actual operations;
- mapping of flows, responsibilities and dependencies;
- identification of documentary weak points;
- prioritised structuring plan.
Possible deliverables
- operational maps;
- procedures and work instructions;
- continuity and handover kits;
- monitoring tables, registers and management aids;
- training sessions delivered in partnership with ACED Formation where the work qualifies as professional training.
Method
Observe. Structure. Formalise. Transfer.
I do not start from a theoretical model. I start from reality: constraints, trade-offs, informal circuits, existing tools and points of failure.
Observe
Understand practices and dependencies before recommending anything.
Structure
Clarify roles, responsibilities, flows, validation circuits and control points.
Formalise
Produce directly usable materials, proportionate to the actual need.
Transfer
Support the handover so that the new reference points are actually used.
Process mappingFlowchartsRoles & responsibilities (RACI)Business continuityMaintainable documentation
Case study
An engagement delivered in a demanding operational environment.
Assignment delivered in partnership with ACED Formation to structure an Office & Workplace Operations function within Groupe Ducasse, an international reference in culinary excellence and hospitality, across a multisite environment.
Structuring an Office & Workplace Operations function
Scope clarification, formalisation of practices, set-up of monitoring tools and transfer of a method for writing procedures autonomously.
- mapping of activities and flows;
- formalisation of 7 operational procedures;
- mail-circuit flowchart;
- monitoring tools for budget, stock, planning and suppliers;
- business continuity kit.
7 procedures1 flowchart1 continuity kit
Background
A hands-on culture of administrative and regulated environments.
My approach comes from direct practice of support functions, document workflows and demanding legal environments: welcoming professional counterparts, administrative coordination, recurring formalities, confidentiality, traceability and support to validation circuits. That experience feeds a simple conviction: useful organisation is formalised from what teams actually do.
Contact
A first conversation to identify your operational weak points.
In thirty minutes, the goal is to understand your two or three main operational fragilities and to assess honestly whether an engagement would be useful.