Clients usually engage us to do:
- Workshops: 1 – 3 day sessions, focusing on a specific topic or challenge. Often done as part of a periodic staff meeting, to address a tough choice or introduce new approaches
- Topical “Audits”: 1 – 4 week assessments of your current strategy, business model(s), operating governance, or organizational architecture. Includes documentation of the current state, assessment of suitability, and diagnosis of gaps and misalignments
- Consulting Engagements: individually scoped projects to define, align, and implement new strategy, business models, organizational architecture or operating governance. Includes “Deep Dives”
We have applied our extensive expertise and collaborative approach across multiple industries.
Below are illustrative client engagement examples across all of our Practice Areas. Clients, like medical patients, sometimes present with a set of symptoms but are unsure as to what treatment is appropriate. Likewise, many practitioners are eager to offer the treatments they know, regardless of whether that’s best for the client’s business (“when you have a hammer, everything looks like a nail”).
We pride ourselves on applying the appropriate techniques to address a client’s concerns.
Global Business Strategy
- Detailed market segmentation based on a set of business assumptions/scenarios
- In depth segment assessment and prioritization and business model development
- Financial modeling of targeted segment revenue growth and costs
- Manufacturing footprint determination
- Program priorities to target prioritized segments geographically
- Vision, strategy and strategic pillars
Global Modular Manufacturing Strategy
This F50 company manufactures very large and expensive durable goods in numerous factories around the globe. Having already moved to modular product design, they wanted to explore ways to make use of that modularity to improve the flexibility, quality, cost effectiveness and efficiency of their sprawling manufacturing network.
We worked closely with executives and an operational core team to:
- Establish, define, and measure the key parameters to balance, including: cost, quality, risk and flexibility
- Determine and acquire key inputs such as product data, labor costs, tariffs, exchange rates, shipping rates, production costs, component/raw material supply costs, and many more
- Provide design and operationalization assistance for a comprehensive multi-variant optimization model
- Develop target scenarios and iteratively model both the financial and non-financial impacts of each scenario
- Assess results and recommend “optimal” global manufacturing network – including dramatic changes in product modularity and manufacturing footprint
The new manufacturing strategy – currently being implemented – is projected to save hundreds of millions of dollars in operational costs, while increasing network flexibility and reducing risk. The optimization model is now being used in other business lines across the company.
Innovation & Business Model Development
- Develop a portfolio structure to focus their innovation efforts on the specific areas that aligned the organization’s capabilities with the company’s strategic goals and specific business unit priorities
- Establish the process by which new R&D efforts are funded, prioritized and initiated — to better reflect the needs and interests of the business units
- Restructure the R&D organization — aligned with the new portfolio approach — and re-formulate the teams with the necessary skill-sets
Go To Market Strategy to Accelerate Growth
Innovative autonomous vehicle company wanted a clear understanding and prioritization of where and how to deploy limited resources — focusing on key markets and the channels required to reach them.
Working with cross-functional leadership, we:
- Developed a global market segmentation that reflected the company’s unique perspective
- Analyzed each segment for opportunity (size, growth potential, competitive forces, etc.)
- Assessed the various routes to market for each segment in each geography, focusing on short, intermediate and longer term potential
- Crafted a clear and concise strategy that specified priority markets/segments and the channels to reach them
The company redirected resources based on the strategy and within 6 months of doing so, the sales pipeline increased by over 200%.
R&D Portfolio Alignment with Updated Strategy
The Cardiac division of a multinational medical device company with a diverse and expansive R&D portfolio wanted to align that portfolio with a recently-revised business strategy (which we worked with them to develop).
Working with leaders in both R&D and Marketing, we:
- We framed and secured alignment of cross functional executive team members for the key portfolio objectives
- Developed project/program funding criteria that included: projected rates of return, market timing, risk, mix of project types, etc.
- Developed a going-forward process for project funding that reduced politics and increased efficacy
The R&D portfolio criteria and governance process was successfully implemented; while it will take years to determine the extent of the financial impact, executives anticipate it will be significant — and in the meantime, the process itself has already eased decision-making.
Organizing for Effectiveness
- Define the key strategic goals and requirements of the organization — aligned directly with corporate business goals
- Devise structural options which meet these requirements and assess these structural options for capability, manageability and feasibility
- Draft the primary activities, staffing model, and both leadership and individual roles and job descriptions needed for the organization to be successful
- Execute — implement the new organizational structure, roles, responsibilities and job descriptions; remove staff with skill-set mismatch, interview/hire new skill-sets (including a new CTO)
Re-Organizing to Jump-Start Growth
- Diagnosing the dislocations, misalignments, and inefficiencies in the existing organizational structure
- Developing a set of plausible organizational options and defining a set of evaluative criteria
- Conducting a series of workshops with the executive team to assess the various options and specify a better structure
- Performing an analysis of the skillsets required for the new organization and determining where gaps exist, while creating an extensive organizational transition timeline
Joint Venture Governance
- Outline an over-arching vision for how the two organizations should collaborate to co-develop products
- Specify the details of the corresponding governance model for the engineering relationships, including: organizational structure, key operating processes, and decision rights – “who does what, when, and how”
- Determine the costs, ROI and personnel implications of achieving the vision
- Develop a high level transition roadmap/implementation plan, summarizing roadblocks, actions needed, and budgets
R&D Portfolio Strategic Optimization
- value to the customer
- value to the company
- alignment with market segment strategies
- categorization of each investment program (breakthrough innovation, differentiated value, me too, low value)
- dashboard containing specific factors/categories and measurement criteria — weighted to reflect the relative importance to the customer
- global matrix and aligned executive team regarding market segment priorities (lead, compete, participate, abstain)
Business Unit Growth Strategy
- Analyzed the company’s customer base and segmented their markets based on internal background materials/perspectives and existing external market data
- Determined the attractiveness of each segment and the fit to company capabilities/strengths
- Developed growth models from financial forecasting data
- Established a manufacturing footprint plan
- Determined which products and services should be offered to each segment in order to maximize revenue, market share, potential growth and profitability
Market Entry with a breakthrough technology
- Analyze the market and its competitive dynamics, and then identify new business model opportunities — specifically, to sell individual components of the new technology instead of a complete power generation system
- Help them realize that the technology was better suited to be a part of a different product, in an application for customer segments that they didn’t usually serve
- Redirect their sales and marketing efforts as well as manufacturing outputs on these newly targeted customers and applications
Governing the Client Relationship
- Identified the organization’s key governance choices and determined that a customer-tailored client diagnostic and governance model was required
- Developed the specific elements, including a client diagnostic (to determine appropriate governance “level”) and governance templates (decision rights, processes, metrics, etc.)
- Specified a test and communications plan, developed training materials and conducted training classes for globally distributed Professional Services leadership
- Determine a workable approach and objectives given an aggressive business strategy
- Develop the numerous factors critical to the decision-making process and determine a set of viable candidate scenarios
- Model the financial and assess the non-financial factors for each scenario
- Decide on the optimal scenario/variants and formulate a strategy, including elements cost, risks and associated critical success factors
IT Governance Framework
- Establishing comprehensive governance processes, encompassing setting and governing technology standards, as well as business unit-driven projects and IT/infrastructure projects
- Restructuring the IT organization, with defined roles, responsibilities and decision rights
- Implementing a “dashboard” of financial and operational/performance metrics for tracking success
- Constructing a feedback loop – such that the organization can continually refine and improve upon their ability to meet their business commitments
Below are some of the issues which resulted in executives approaching us, grouped by practice area.
When might you seek assistance with your strategy or business model(s)?
- You have been brought in to address poor performance (shrinking revenue, loss of market share, etc.) and there is either no apparent course to a turnaround, or a number of options — and no obvious way to get everyone behind any one of them.
- Several critical initiatives have been identified, yet you struggle to get the organization to appropriately prioritize limited investment $ to achieve optimal results.
- You have been asked to establish short and long-term goals for your organization in key performance areas, yet the organization accepts no over-arching strategy upon which to anchor them.
- You feel that you are continually “fighting fires” and operating tactically – with no definitive longer term vision – but all this activity is producing little in the way of improving results.
- You do not feel that there is a “roadmap” for success, and you cannot tell if the current activities are focused appropriately.
When might you seek assistance with your organizational design?
- New management/leadership must signal to personnel the need to think and act differently
- A change in strategy/direction was recently enacted and a different organizational construct could improve its execution
- Too much of your organization’s time/effort is focused internally, instead of on customers or markets.
- Morale is low and/or your workforce is increasingly frustrated.
When might you seek assistance with your operating governance?
- Unclear roles and responsibilities are leading to escalating response times and internal tension.
- In the aftermath of reorganization, people are confused about who is supposed to make certain decisions, resulting in a combination of conflict and important things “falling through the cracks”.
- New management has been added as the company (or a subset) has been growing, resulting in an increasing number of disputes/escalations over the boundaries of each manager’s span of control.
- The company has entered into a partnership, acquisition or outsourcing arrangement and it is not clear what decision authority each entity has or what elements of shared processes each sub-group is responsible for.