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CONSULTING MODULES
Consultancy can bring the perspectives and learning from numerous industries to set new direction or tactics for an organization in some completely different sectors. For consultants, this implies the need to be prepared to provide newly needed services. To adopt latest trends in technology and the economy often more quickly than their clients. Due to the variety of client’s industries and developments within, the needs for consulting services are very dynamic and complex.
Organizational Transition
Objective One | RoadMap (RM) Creation
June 30, 2017
Perhaps the most important and broad aspect of Strategic Growth is in the development of the organization’s RoadMap (RM). The challenge for any organization is in in trying to lay out the “right” RM. How does the organization ultimately get to where it wants to go, to where it envisions being, etc. Many companies work on the practical aspects of the business, the day to day grind of selling more products or services, developing relationships in order to do so, managing developmental or manufacturing costs, creating new products to usurp the competition or at least keep up with the competition, etc. Creating a RoadMap is different. It clearly defines what the end objective is, the route you will take, the conditions that will be required to make the trip successful with consideration to the time frame, cost, risk, resources, tools, skill-sets and capabilities that are critical in doing so. Growth doesn’t happen immediately, but laying the foundation to doing so, can happen quickly.
Objective Two | B/D Alignment
February 23, 2023
Business Development is much more than targeting and selling. It is not only external to the organization in nature but very much internal. Companies can definitely grow through strong business development efforts. However, the key to successful strategic business development is determining the customers and markets that are key to the RM and the necessary support and infrastructure required and crucial to it working properly. In Business Development alignment, I work together with the organization’s key internal leaders to develop a foundation of looking at the entirety of the marketplace and the opportunities presented. A secondary RM is developed to look at new customer, new market and geographical opportunities and determining what will be required to make these opportunities realizable. Are product enhancements, changes or completely new products required?
Objective Three | Cultural Development
June 30, 2017
Cultural Development is another way of saying Organizational Development or Organizational Behavior. Each company has its own unique culture. Typically developed over time and led by its founder, or executive leader at the time. If consistent, the company (its people) will mirror the behaviors and beliefs of the leader. However, what is crucial in the next step of Strategic Growth is making sure that the current culture is in sync with the direction of which the company is looking to go. If the culture for example has been risk adverse in the past, then the culture of the company would suggest that aggressive growth will be met with push-back and an uncomfortableness to doing things otherwise. Strategic Growth comes from understanding the culture of the company currently and recognizing if changes to the culture will be required to move the organization in the growth direction that has been set and established as a targeted goal.
Objective Four | Change Management
June 30, 2017
As organizations grow, they ultimately need to change to some extent. Managing that change or rather preparing the organization for change is imperative to its ability to grow. Most people and organizations resist change, because change is uncomfortable. The imperative to making change work is in addressing operational aspects of the organization that need to re-evaluate how they perform their functions towards growth. I work with all functional areas to determine where “change” will be a barrier to success. Recognizing barriers is in no way an assumption that things are being done wrong currently, but perhaps not what is required to grow strategically. As such, it is important to recognize not only day to day operational procedures and internal systems that may be barriers to change but also to build upon current procedures and systems to augment their foundation into more robust entities.
Objective Five | Growth Avenues
June 30, 2017
Growth is no longer a simple matter of selling more widgets or services, or creating new unique products or services that capitalize on the needs of the market at any given time. Organic Growth as defined here is certainly that. It is critical towards building not only a secure financial platform but also a market presence. Taking and building from the Business Alignment Objective, we will work on developing both internal and external avenues for growth.