|
 |
| |
Back |
 | CAN YOU RISK "STRATEGY LITE" IN TIMES LIKE THESE?
Today's business environment presents unprecedented challenges ... and a host of unique opportunities. The firms that do best will be those that take strategy seriously. Remarkably, though, many management teams handicap themselves by investing too little time, effort, and money on strategy. They have an over-simplified view of what it is and how it gets made. And they assume that every consultant uses more or less the same approach - so all consultants are alike. So they shop around for the best price, and encourage bidding contests to drive fees even lower, as if they're buying pencils or chairs.
This is no time to fool around. There's too much to lose by getting your choice of consultant wrong ... and a lot to gain by getting it right.
I have fine-tuned and strengthened my "difference" for more than 20 years. Here's what I bring to a consulting assignment:
1. Experience. Having been a senior executive in two multinationals, I understand first-hand what managers have to deal with. Over the past two decades, I've worked with major clients in a host of different sectors, on a wide range of problems, so I really have "been there, done that, and got the T-shirt"! What's more, I'm used to dealing with top executives and difficult individuals, so I'm able to handle tough debates and contentious issues, challenge assumptions, and provoke fresh thinking.
2. Research. I invest heavily in keeping up with global and local trends, and the latest ideas about management. About one-third of my time is spent on understanding the environment and new concepts. This knowledge forms an essential basis for making strategic decisions.
3. Tools. Experience, research, consulting, writing, and business school teaching have enabled me to develop a set of unique and practical management tools. They'll help you think about your organization and its challenges in new ways, and develop new solutions for the future.
4. Insights. An outsider's perspective can be invaluable to your organization. Many clients comment on my ability to cut through complexity and get right to the heart of issues. These insights could change both what you do and how you do it.
5. Advice. First prize in a strategic conversation is to tap the knowledge and experience of your own people. While I'm skilled at doing just that, I'm never just a passive observer. I also provide useful information, creative ideas, and sound advice to help your team "raise their game" and develop the most effective strategy.
Designing your strategy defines everything your company does, and how well it will do. Nothing is more important. Cutting corners here makes no business sense at all. But investing here could save you a fortune in other activities - and greatly improve your overall performance.
|
|
| |
 |
| To The
Top |
| |
|
|
|
|
