What we believe...
We believe business development and improvement is the combination of four mindsets each of which is equally important. First a business must understand that it will require change and that change is not intellectual but emotional (change mindset). Next it must develop an empirical understanding of how it operates (process mindset) and what internal and external customers require and value (customer mindset) to ensure satisfaction. Finally it must ensure that it takes fact (data) based decisions on when and what to change in order to improve (profitability mindset).
|
|
|
|
Process Mindset - It's how you create value.
Having a process mindset is about understanding how a business operates and how through the interaction of processes and people the business creates value for customers. A process mindset dictates that firstly processes are defined and assigned owners (employees who are responsible and accountable for the efficiency and effectiveness of particular processes). Processes can then be measured and analysed to determine waste and variation using tools such as Lean and Six Sigma. Once measured and understood they can then be brought under control and managed. A process mindset provides business manager with clear insight into the way in which the business operates. Those who possess this insight have the ability to understand and predict the impact of process change.
|
Customer Mindset - If you don't look after them, somebody else will!
The lack of a customer-mindset results in a tendency for cost reduction oriented change rather than change that is centred on profitable growth. Changes in operational performance or market dynamics affect our ability to provide the right products and services to customers at the right time and in the right format. These changes can be the result of internal factors, such as errors in production, or external factors, such as changes in competitor’s value propositions. A customer mindset an Outside-In view of your business. It relates 'what you do', to 'what the customers expect adn value'. By understanding the nature and level of demand we are able to create the right processes, employ the right people and create profitable value propositions for customers. This ability to balance operational capability with customer expectations and demand is what creates organisational value.
|
|
|
|
Change Mindset - Do you bury your head in the sand?
The ability to understand what, how and when to change is imperative if a business is to survive. Whilst all change should be factually based; the process for change is both technical and emotional. Technical change is based upon our understanding of what we do (process mindset) and what we need to do in order to continuously satisfy internal and external customers (customer mindset) and create value for them. Emotional change however relates to people, and how they feel, respond and behave. Processes and computers do not have feelings; they have no preference or bias. People on the other hand are often integral to, or the vital component, our value propositions. They are affected both physically and emotionally by change. As such our change programmes have both a technical and en emotional element.
|
Profitability Mindset - It's not just about the money!
The creation of a profitability mindset is based upon the notion that all businesses have a purpose and a desire to create profit of some kind (even not for profit businesses have to make a profit, they just don't pay a dividend). As such this can be profit to reinvest, to create more jobs or to repay shareholders with a dividend. Understanding what the business goals are and the strategies that are in place are vital if we are to align improvements. We use tools such as the Business Excellence Model and the Balance Score Card to assist our clients in identifying and understanding their operational purpose. This goes beyond the simple mission statement and identifies not just what they do, but how they do it and what that means to their customers and employees. This provides a sound basis for identifying improvement opportunities. Many improvement programmes are focused on isolated cost savings to increase profitability. Our approach links customer value and profitability to create efficient and effective operations that deliver value to customers profitably.
|
|
|
A provider of customer-centric investment support and business consultancy services. Develop, Improve, Evolve.
|
|
