Consulting
Let’s face it, most consulting firms are really, really good at solving structured problems. The kind of problems that would fit really neatly into a textbook. Ask yourself a question though; how many of the challenges your business faces every day fit into a neat case study? When our team encounters problems like these, we solve them. Most frequently though, we’re called in to solve problems that are unstructured, where the root cause isn’t obvious. We bring a capability to find innovative solutions to problems precisely because our people bring a diverse array of skills, always tempered with several years of experience in both consulting and industry.
Radical Change Management
One of our clients had a problem that few consulting firms would readily touch: they needed to change their corporate culture from top to bottom. They’d had consultants come in before, and the recommendation was often the same: put people from different divisions in meetings with one another, create better and more accurate documentation, and create new formal business processes. We turned this philosophy on its head after the first few meetings. What they really needed was more communication and fewer formal processes: those they had got in the way of people from different areas of the company actually getting together to solve a problem. We helped them create incentives to allow employees at all levels in the organization and from different areas of the company to come together to solve problems organically. The result: project lifecycles cut by over 20%.
Rethinking Value
One of our clients wanted to break the mold and radically reinvent the leadership development program. They started with a vanilla process. You’ve seen them, the year-long mini-MBA of finance workshops, leadership seminars, and innovation presentations. Often, these mini-MBAs are given to people who’ve already been to business school. We proposed something different: each of the twelve candidates for the program were assigned one item from a SWOT analysis of the company’s strategy. They owned that objective or issue, and were given the resources necessary to drive it to completion. All the candidates met once a week, to discuss their progress, learn from one another, and share resources. At the end of the process, the company had twelve great new leaders, and had made tangible business progress in twelve different areas.
Don't see what you need here? Our consultants have handled many more business problems than we have listed here. Contact us, and we can help you eradicate problems and create opportunities!