Long seen as a simple execution link, operations now occupy a central place in business performance.
Increased cost pressure, quality and lead-time requirements, growing value-chain complexity, the need for real-time steering: in this context, the ability to execute becomes a key differentiator.
But behind these challenges, one observation remains: operational dysfunctions are often known, yet not addressed at the root.
Unreliable data, misaligned organisations, underused tools… all obstacles that limit performance and undermine the customer promise.
As a result, transforming operations is no longer only about optimising processes or deploying new tools.
It means rethinking the system as a whole, at the intersection of business functions, data and technology.
Insights with Christophe Ferreira, Head of the Operations offering within Althéa’s HR Transformation practice.
Why are operations now a strategic topic for companies?
Operations play a central role in the company because they are directly responsible for execution.
Where support functions structure and enable, operations deliver.
They cover all activities that turn an intention — a promise made to the customer — into tangible reality. Produce, deliver, serve: this is where customer satisfaction is won or lost.
In a context of increased pressure on costs, lead times and quality, this execution capability becomes a decisive factor for competitiveness.
Overall performance no longer relies solely on strategy or tools, but on the ability to effectively steer operations end to end.
What does the Operations offering cover in practical terms?
Operations encompass a broad scope, tailored to each sector’s specifics but always following the same logic: turning resources into value for the customer.
They notably cover supply chain activities — from sourcing to inventory management and transport — as well as production, maintenance and customer service.
This scope illustrates their role as a point of convergence between strategy and execution.
Operations are not an isolated domain: they constantly interface with HR, Finance or IT functions, which reinforces their structuring role within the organisation.
What are the main pain points currently observed in operations?
The difficulties encountered are widely shared by companies and often stem from underlying issues.
The first concerns data.
Its quality, reliability and availability remain insufficient to enable effective steering. This limits the ability to make fast, relevant decisions close to the activity.
The second challenge is organisational.
Putting the right skills in the right place, evolving roles and supporting transformations remains a major challenge. This requires rethinking organisations and investing in upskilling teams.
These pain points have a direct impact: they hinder operational performance and degrade the quality of service perceived by the customer.
Why is digitalisation alone not enough to transform operations?
Operations transformation is still too often approached from a technological angle. Yet implementing tools alone does not solve structural issues.
A high-performing information system does not compensate for poorly defined processes, a misaligned organisation or poor-quality data.
In some cases, it can even amplify existing dysfunctions by automating them.
Transformation must therefore be designed holistically.
It involves working simultaneously on processes, organisation, data governance and tools.
What signals should alert a company?
The signals are generally visible, but rarely addressed at the root.
Difficulty meeting customer commitments, poorly controlled operating costs, inconsistent inventory levels, or slow decision-making: these symptoms point to deeper dysfunctions.
They often reveal a lack of process structuring, insufficient data governance or misalignment between stakeholders.
These situations have immediate consequences for economic performance and customer satisfaction, making them priority transformation topics.
How does Althéa support companies on these issues?
Our support is based on a holistic operations approach, aimed at addressing the system as a whole.
First, it is about understanding: analysing processes, identifying pain points, and quantifying impacts.
Next comes a structuring phase, aimed at clarifying roles, standardising practices and aligning the various stakeholders.
Information systems transformation comes in a second phase, as a lever serving this target organisation.
Finally, significant work is carried out on deployment and team support, to embed the changes over time.
This approach makes it possible to address organisational, process, data and tooling challenges in a consistent way.
Why do operations require a cross-functional approach?
Operations are cross-functional by nature.
They involve a wide range of stakeholders — business functions, IT, finance, human resources — as well as highly interdependent systems.
Operational performance therefore cannot be optimised in silos.
It depends on the ability to align this entire ecosystem around shared objectives and coherent ways of working.
It is this alignment that enables sustainable gains.
What tangible results can be expected from an operations transformation?
When carried out in a structured way, operations transformation delivers results that are quickly noticeable.
Companies see an improvement in customer service levels, better control of costs and inventory, and increased productivity.
Visibility over flows improves, enabling faster and more reliable decision-making.
Operations then become a direct lever for economic performance.
How will operations evolve over the coming years?
Operations are evolving towards a steering model increasingly centred on data.
Real time becomes the norm, predictive capabilities develop, and organisations tend to move away from siloed approaches.
Automation and advanced data use make it possible to continuously adjust decisions as close as possible to the activity.
Ultimately, operations will follow an integrated system logic, capable of continuously aligning performance, costs and service quality.
In summary, what is the key challenge for operations today?
Transforming operations means enabling the company to master its execution.
It means building a system capable of continuously steering performance, dynamically aligning costs, service levels and customer expectations.
