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Management Consulting
Many of our client relationships begin with management consulting. Initial comments and questions have included:
- "We're having difficulty establishing accountability for good and poor performance. How can we change the organization so that I can identify and reward the people who are creating positive results?"
- "The Senior Management team cannot decide whether we reward regions for generating premiums or generating profits. What's right and how do we build consensus?"
- "We have twenty years of terrible experience with new automation projects. Does anyone have a process that produces better results?"
- "We spend four months creating a projection for next years performance. By March all my people tell me that it is totally unrealistic and we need to create a revised forecast. We revise the forecast so often that it has to mirror actual results by the end of the year. How can we make better projections that reflect our strategies and meaningfully assess accountability based on the original projection?"
Since 1980 we have assisted a diverse array of client in answering these questions. We have lead projects that define profit drivers, reorganize operations to support the profit centers, and establish a meaningful basis for rewarding managers. We have recommended technical and organizationally changes to make our clients more effective.
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