CATALYST strategic plan

 

After the success of the last two strategic plans, completed one year early, discover the ambitious new CATALYST strategic plan, announced at the end of 2019 by Visiativ.

Cooperating, acting and innovating together for sustainable business transformation

 

CATALYST sets out five priority areas of development for Visiativ: reorganisation based on an expertise platform, renewed and strengthened governance, new financial targets, implementation of an innovative HR strategy and further strengthening of CSR commitments.

 

CATALYST sets out five priority areas of development for Visiativ: reorganisation based on an expertise platform, renewed and strengthened governance, new financial targets, implementation of an innovative HR strategy and further strengthening of CSR commitments.

Vignette communique de presse

Over the past few years Visiativ has become a global player with multiple areas of expertise. Under CATALYST, Visiativ plans to harness its human and digital expertise platform in order to accelerate innovation and the transformation of SMEs companies, thereby establishing itself as the go-to strategic partner for company directors. With over 150 successful corporate transformations already under its belt, Visiativ offers a pragmatic approach to digital transformation covering all phases of the process from diagnostics through to roadmap fulfilment. Taking a step further, Visiativ intends to become a powerful platform of human expertise serving the digital experience.

 

Through this third strategic plan since its IPO, Visiativ plans to leverage its 18,000 (in 2019) strong customer base to step up multi-brand sales, thereby growing the portion of revenues generated through cross-selling between the various business lines.

 

To achieve this goal, Visiativ has set itself the task of improving performance and strengthening Group synergies and cross-disciplinarianism in the same aim: being a close, trustworthy partner for its customers.

CATALYST ambitions

CATALYST strategic plan is organized on fives line :

Organisation

  • Focusing on the principal business of the company
  • Becoming a global player in innovation and transformation and the partner of SME/mid-cap company leaders.
  • Strengthening alliances through Spin-offs and partnerships

Performance

  • Accelerating the profitability of the company and attaining the objective of 30 M€ EBITDA (vs 13.1 M€ in 2018)
  • Focusing on organic growth and on highly profitable outside growth

Transformation

  • Capitalizing on strategic clients
  • Increasing the average basket and creating new, recurring models
  • Defining “nextgen operating models” to make the client experience more fluid

Innovation

  • Becoming a human and digital experience platform for SME/mid cap companies
  • Developing the Employee Experience
  • Developing the Client Experience

Merge

  • Concrétiser les intégrations
  • Intégrer toutes les croissances externes dans la proposition de valeur globale
  • Redéfinir les ambitions M&A