What is at stake in regard to performance puts pressure on firms and organizations to review their activities in the light of Activity-Based Costing, Activity-Based Management (ABC/ABM), and above all Business Process Reengineering (BPR). The most pertinent units of measure or inductors that lead to improvement can be found in human resources and technology.

Therefore, expertise management, within united teams, and through expertise location systems, constitutes a factor of improvement that must be harmoniously integrated into the actual hierarchical structure of the firm.

ASK has developed a method that has proven itself by transforming organizations and conducting change in an effective way. This method is based on the assessment of two facts. Firstly, the actors, at the lowest operational level, do not always know how to practically translate, on a day to day basis, the strategic objectives that the Board of Directors enforces on them. Secondly these actors lack a good overview of the global process in which they partake.

For a common vision to be put in place, it is necessary to conduct a search into the meaning of each actor's activity. This meaning can easily be embodied into the client – the focal point of all business processes.

The method for transforming a firm deals with both the organization and its processes. It is necessary to listen to the people who are actually doing the job, to give priority to questions and suggestions, to share the holistic vision of the processes with their actors, and to design the processes of tomorrow with managers and staff. In doing so, it may be necessary to avoid some pitfalls such as an excessive attention to detail, contempt toward field know-how, and a lack of communication between actors.