COLLABORATIVE management

Collaborative management

Itaú

Itaú Unibanco S.A., commonly known as Itaú, is the largest Brazilian bank and has headquarters in São Paulo, SP. The bank was created in November of 2008 from the fusion of Itaú Bank and Unibanco, two of the major financial institutions of the country, resulting in the largest financial conglomerate of the southern hemisphere and one of the largest in the world in market value.

OBJECTIVE

The main goal of the Project was the application of our tools and methodology with the concept of Collaborative Management, aiming a greater knowledge of the potentialities and results, using the already existing models as base, inputting data and using simulations of analysis of the many operational possible options in order to generate gains and improvements to models, including processes and indicators through the simplification of time to develop tasks.

PROJECT

A formalization of all processes and key activities was performed with the relation involved in other areas, with documentation and publishing of them. Performance measurements of the macro process were gathered. With the detailed understanding of the models and their indicators, it was possible to make simulations for the development of new operational process models and presentation of the existing alternative options to the managers.

RESULTS

With the identification and documentation of the processes and their indicators, it was possible to perform simulations that showed the aspects that needed attention for presenting risks, as well as it was possible to verify opportunities for improvement in deadlines for the development of tasks, cost reduction and better quality.

Ouro Preto - OPOGO

Ouro Preto/3R Petroleum is a private Brazilian oil company focused on the production of oil and gas and that has as a goal to revitalize mature fields located onshore and in shallow water.

OBJECTIVE

There was the need of a tool for mapping and redesign of the processes with definition of indicators and metrics and review of the organizational structure to obtain a strategic planning with alignment of processes and modelling of them, as well as the creation of a culture in the OPOG team in the use of process models and indicators.

PROJECT

Way/Amadeus employed its methodology and process tool to perform the mapping, identifying more than 120 processes that were drawn in the tool. With that, 44 action plans were created and there was an unfolding of the review of the strategic planning defining priorities and updating 14 strategic projects. The project allowed the multiplication of knowledge and the interaction for the participation of collaborators in the definition of improvements and opportunities.

RESULTS

The company now has a tool that makes available the mapping of its processes in an interactive and accessible way to all managers. According to Ms. Marcia Meirinho, Corporate Governance Manager, “the strategies have been defined according to the directives of the high management”. Ms. Lucia Zalán, Corporate Governance Director complemented: “everybody got engaged and mobilized for a sole objective: to contribute to the development of the company. The work of mapping was a special chapter in our history”. And, finally, the President, Mr. Rodolfo Landim, defined the target post-project: “we will start to measure our results by means of indicators defined throughout the work and this practice will bring us more experience and will allow everybody to correct their routes whenever necessary”.

PETROBRAS

PETROBRAS é is the largest Brazilian company and performs in the energy field with great tradition in oil industry, mainly in the areas of exploration, production, refinery, commercialization, and transport of oil, natural gas and their byproducts.

OBJECTIVE

The Project aimed building a great model for the Natural Gas Unit that was then only two years old and encompassing processes and people coming from other areas in a way that it would be possible to demonstrate and understand its functions and activities. Along to the process mapping with their attributions, the follow-up of the strategic plan and performance needed a metrics system to supply their performance indicators aiming to accomplish tasks and reach goals.

PROJECT

Way/Amadeus’s methodology along with its tool were chosen for presenting the best resources to get the desired results. The processes were modelled with data gathering and simultaneous mapping in many departments, identifying the metrics to assess processes and controls for decision making.

RESULTS

The Natural Gas Unit started to have visibility of its processes in a comprehensive way and knowing exactly their tasks, processes and goals, having a dynamic model broadly visible to all people involved, that could finally have a better understanding of their roles avoiding redundant work, time and resource waste and lack of integration. They started to perform in a collaborative environment of strategic management.