Enterprise Transformation and Change Management using MC^{3 TM}

Nihilent's Enterprise Transformation Practice partners with clients in successfully translating business strategies into definitive results by enabling a culture of learning, innovation, collaboration, and performance. The consulting practice is based on Nihilent’s patented change framework, MC3 (MC cube) and is supported by proprietary tools and technologies.



See MC³ framework

The framework is a metrics based model that helps companies to continuously monitor business goals and undertake initiatives to enhance performance. MC³ transforms an organization’s Vision (Business Strategies) into Reality (Business Results) by:

• Identifying the extent of gap between Vision and Reality
• Defining clear-cut objectives, measures and action plans at all levels
• Bridging the gap between customer expectations and organizational performance
• Creating a role based organization
• Capturing skills and competency matrix of individuals
• Identifying a learning agenda for every individual
• Creating a culture of learning, sharing, collaboration and innovation
• Fostering an environment of continuous experimentation and improvement
• Introducing change management to institutionalize learning
• Calibrating corporate performance continuously using Lamat TM

Service Offerings

• Change Assessment
  > MC^{3 TM} Audit
  > Change Management Workshops



• Strategy Alignment
  > Balanced Scorecard and Dashboards



• Strategy Execution
  > Capability Assessment and Development
  > Knowledge Mapping and Gap Determination
  > Business Process Management
  > Innovation Management
  > Customer Experience Management
  


• Integrated Performance Management

• Multichoice, South Africa: MultiChoice, a wholly owned subsidiary of MIH, provides premium television entertainment through its DStv, DSt Indian and DStv Portuguesa bouquets to over 1.3 million subscribers in South Africa. Nihilent used its patented framework MC3 (change management) as a comprehensive approach and a well-defined input to integrated performance management model. Nihilent helped to translate the strategy in well-defined operational terms and alignment of measurement system to overall strategy
• SASOL, South Africa: SASOL, a global player in chemicals and fuels had used Nihilent in 2004 for Strategy Execution using the Balanced Scorecard. After 4 years of successful BSC implementation SASOL called Nihilent back in 2008 to re-look at their scorecards and ensure the alignment. Nihilent reviewed 120 scorecards in 2 months time with gap analysis to meet SASOL’s new business objectives
• South African Airlines: South African Airways, an African airline with a global reach engaged Nihilent to develop the competency management system using CASTM. This involved a ten months engagement, which focused on developing the platform for HR and Business to establish the link between competence and performance; study the misfit in the current skills compared to those required for the future. Nihilent helped the airline develop and drive the performance management system for 600 roles
• SARS (South African Revenue Services), South Africa: Nihilent was engaged to consult with the Commissioner’s Office and the Strategy and Planning Division in integrating the Metrics Office, Management Information System (MIS) and Process Documentation for its tax collection services

• A holistic view of consulting on key strategic assets of an organisation - People, Process, Technology and Knowledge
• Strategy execution using the patented MC3 framework which looks at an all -round organisation transformation
• Focus on continuous improvement with client engagement at the epicentre of value creation
• Metrics based delivery model bringing incremental to transformational change in Time, Quality, Cost, and Productivity