2022-11-08-科尔尼-Indirect_cost_leaders_can_map_out_their_own_futures_10页_716kb

Indirect cost leaders can map out their own futures by optimizing indirect costs, which are crucial in today's inflationary environment. Many European companies in chemicals, utilities, and metals face higher costs due to disruptions like the Russia-Ukraine conflict and COVID-19, making savings on indirect costs timely. Leaders save 10-25% by using methods like zero-based budgeting and digital tools, such as PACT (People at the Core of Transformation), which embed change through leadership, engagement, data analytics, and execution.

Key differences between leaders and laggards show that leaders focus on all three pillars: cost reduction, people motivation, and efficient execution. Leaders use private equity-style thinking for rapid results, while followers often struggle with change fatigue and execution gaps. Kearney's PACT provides a framework with six areas: change leadership, engagement, change setup, capability development, culture, and data analytics, helping companies like chemicals and mining boost EBITDA through structured transformations.

Lessons from success include avoiding incremental cuts, managing change as a marathon, and ensuring broad buy-in. Failures often stem from poor execution or ignoring people, leading to delays. Companies that implement comprehensive programs are twice as likely to achieve strategic goals. Case examples demonstrate how phased rollouts and cross-functional teams drive significant savings. Overall, becoming an indirect cost leader requires a holistic approach combining cost efficiency, talent management, and execution excellence.

Konstantin Lyakhov, Pedro Vasques, Nicolas Deschamps, and Louis Le Merle authored this research. Kearney is a global consulting firm providing insights and advisory services.