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There is a significant shift towards organisations working in a much more integrated manner.  Organisations are migrating from a silo-based approach towards internal integration and only then towards cross-organisational integration.  It is underpinned by the introduction of the associated skills and practices, coupled with a significant improvement in business performance.  The underlying objective of Lumus is to help organisations and accelerate this process, funded by an increasing business case as organisations mature in this regard. 


It is particularly within the construction sector, which is often used to accelerate economic development, where this is extremely relevant and urgent.  A particular area of focus is on alliance partnerships.  It includes the alignment of internal teams and alignment across different organisations working within a partnership relationship.  It is done through an end-to-end process review that spans the various teams and an organisational practice evaluation that looks at the various underlying practices that are required. The main delivery mechanism is to build up the internal capacity or skill-set within organisations to drive this process, meaning we provide the associated training and provide on-site support to ensure successful implementation. This is also backed up by a network of support organisations to provide on-site support, should it be required, where this initiative is implemented within a supply chain context that may span several organisations.

Lumus also fulfils a programme management role with large-scale initiatives, where we prefer to be remunerated on a shared risk-return basis, based on the delivery of actual financial results.  It is, therefore, a self-funding initiative, which also delivers significant non-financial benefits, for example, the wellbeing of the local community, a reduction in carbon emissions and an improvement in job satisfaction for employees.

While this tends to be an integrated initiative, we can also focus on only specific components based on client needs.  

An exponential increase in value linked to the maturity of organisations to operate in a much more integrated manner

A compounding increase in value:

  • Waste and cost reduction

  • Management time

  • Silo conflict reduction

  • A more attractive work environment

  • Productivity

  • Improved collaborative planning

  • Responsiveness

  • Wellbeing

  • Value add collaboration

  • Innovation

  • Competitiveness and revenue

  • Long-term client partnerships

  • Sector and global competitiveness

Upward Curve
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