Decision Making & Strategy Consultancy
Part of our decision making and strategy consultancy process is about how we add value in your organisation.
Strategy is about making choices; choices in terms of what you do and how you do it in order to create value. Defining corporate strategy is intellectually challenging and making sure it is being followed is hard work, even with the right processes to support it.
We can help you by making sure that your strategic plan contains more than financial targets, or helping by selecting which capabilities you should have by coaching key stakeholders during the strategic process or by involving thought-leaders during strategy elaboration.
We make sure your strategy gets deployed with a process tailored to your structure, needs and aspirations and we will support it from start to finish.
Organisational Deployment and Resource Planning
Successful strategy deployment is absolutely dependent on having the right organisation in place to implement the strategy. Aligning the organisational structure with the strategy and ensuring that your people have the necessary skills to play their part in delivering the strategy are essential. Structured organisation and people development processes equip your business with the ability to respond and adapt to the ever-changing demands of the market.
Performance management aims to agree on performance objectives and ensure that goals are consistently being met in an effective and efficient manner. The system is often used to clarify or update a business’s strategy, link strategic plans to operations or budgets, track the achievement of strategy, monitor resource allocation and (internally) benchmark performance.
The initiative typically starts with the creation of a common ground on what needs to be achieved and the identification of the performance categories which link best the business’s vision with results. Different metrics will be defined, measured and meaningful standards and objectives will be set. The system can be tied to appropriate budgeting, tracking, communication and compensation systems for maximum benefit. The process loop is closed with actions aimed at closing performance gaps.
Process (Re-) Design
Process Redesign involves the redesign of the succession of tasks which people (or systems) execute to deliver output. The objective is usually to achieve a substantial improvement in cycle time, productivity, quality or effectiveness. The end-result is a new process, which fits the organisation, can be supported by the technical systems and is able to fulfil the client expectations.
Typical redesign projects not only encompass the redesign of the process itself, but also look at the organisational structure, performance management, risk and control indicators and IT systems. Information technology is regularly an enabler for improvements.
Customer Experience Design and Channel Management
Every customer is unique. The needs and the service they expect will differ from one customer to the next. Identifying customer needs and meeting them is mandatory if you want to gain repeat business. So how do you differentiate between all your different customers and their specific needs? How do you make sure you close the gap between customer expectations and delivery? How do you make sure channels and client-facing processes are aligned? Does your marketing plan have the right quantitative foundation? Talk to us to learn more!
Program and Project Management - Change Management
90% of our consultants have been certified in one or more project management methodologies (Prince2©, PMI or other). They understand the pragmatism needed during a small project, while knowing the importance of rigorous planning and follow-up for large or very large projects.
Change Management Programs enable companies to control the implementation of new processes to improve the realisation of business benefits. Its primary goal is the generation of organisational buy-in through initiatives aimed at successively deploying elements of the required change. Research has shown 89 % of improvement projects do not result in an efficiency improvement in the long term, mostly due to the 'human factor'.
When thinking about implementing change, you should always start by asking yourself some key questions…What do we want to achieve with this change, why, and how will we know that the change has been achieved? Who is affected by this change, and how will they react to it? How much of this change can we achieve ourselves, and what parts of the change do we need help with? Without knowing what your change strategy and key objectives are, you will not be able to measure this change and subsequently, know whether it has been a success. Other key considerations with change management are ensuring that people can cope with this change effectively and that the manager has a settling influence to counteract the unsettling feel amongst workers.
To successfully implement continuous improvement, we believe that increased attention to human behaviour is crucial. The focus on results, the timely identification of behaviour inhibiting change (“barriers to change”), communication and monitoring, are the key to success. To support this, we have developed a solution to successfully influence peoples' behaviour. This solution, supported by the 4X4 tool, enables us while improving processes, to simultaneously work on the levers for change: innovation, teamwork, leadership and communication.
We offer leadership coaching to executives and senior managers in a wide range of industries. Contact us for more information.