In a world of economic instability around the world, some of the easiest things that businesses do is cut staff, cut advertising, extend payment terms as well as contractors, external companies and of course, dare I say it, consultants etc... anyway they can to help sustain their cash flow and cut their immediate monthly outgoings. All this is simple enough in terms of the balance sheet and P&L statements that then show an almost immediate impact and shows that the state of the company actually has a more healthier outlook.
In those troubled times CFOs and other Directors can feel confident that their short term goals of sustaining their business have succeeded. This is only the start around a sustained plan for growth and development. There are so many facets of a business that require analysis, development, structure and importantly strategy.
I say "importantly" as this is an area that I work within for EMC / Conchango - helping shape, devise, deliver longer term objectives and goals. This is also an area that EMC / Conchango excel in although perhaps not the first area that people think of. Conchango built its reputation as one of the leading systems integrators and development houses in UK - but now known for Interactive Design, Creative and a wealth of Business Consultants with experience through a range of vast disciplines.
This is where amidst the worry, confusion and cost cutting that the real Art of Conchango is worth it's weight in gold!
Looking at what is required and what Conchango do with our clients when looking for a strategy - especially one that is required for sustained business model beyond initial economic and social pressures. After speaking to a number of potential prospect clients - and giving them some initial free consultancy and help shape their thought process - I decided to replicate this here and share some of the Conchango best practices - that although may seem simple and logical, are the fundamental building blocks to creating a well rounded and flexible strategy for a business. flexibility being the key point of notice here.
Example, prospect client asked me about who and what company or partner that they should work with in order to meet their very short term directives and as such "a problem". I don't like to use the word "problem" as this means that there is something fundamentally wrong - when in reality there is not. There will be a need or requirement that in turn has created an opportunity to explore and discover new ways of working. This however was only part of the issue and process, as I moved away from their current need and looked at their entire requirement in some detail, I realised that in fact this company had only been "firefighting" any arising issues for the past 3 years. There was no overall solution, no overall goal, short term gains and no absolute strategy. This meant that the prospect client arrived with what they perceived to be a solution to overcome their adverse situation - where previous consultancy firms had pointed them in the direction of a "fix" and not a solution that would meet and exceed their overall absolute strategy. The short term goal can be easily achieved - that is the easy win anyone can deliver that (and judging by my conversations with them) and did.
However the prospect client had a bigger issue that needed some work and development - what was the business goals and ambitions with this service? That was the stumbling block and suddenly the inherent internal issues started to come to fore. Its not nice, pleasant and often messy - however in order to move forward a company must first look within themselves and agree as a cohesive unit what the direction and business goals are, how they plan to achieve these, what tools do they need, what are the stages to getting to that utopian situation, and where the juncture points are in terms of flexibility and what the outlook deliverable will be. Consultants will move in to help resolve situations such as these, they are not uncommon and in fact are quite wide spread. Most consultants will tend to move in and work with the key stakeholder almost in a unified confrontational position to "get their point home" to the rest of the internal squabbling team - I have seen this happen on a number of times and the result is that in 9 out of 10 times the stakeholder will win through via almost bullying tactics, however the "battle" may have been won, ultimately not the "war" - and when the stakeholder has gone (on average 12 - 18months post winning the "battle") the generals (including the consultancy firm) will be ousted as well.
The war and battle in this case and in most cases that I witness is normally around power and control; "my idea is better than yours" or "this is the way that I think we should move forward" key words there is that amidst the grapple for power and control - the classic "what's in it for me" scenario will crop up time and time again!
A good strategists approach, and one that Conchango delivers on time and time again - is that the overall business needs, requirements, longevity and growth has to form the strategy - and not the egos and fortunes of a short term "glory grabber"
Look at the past, the present and future of your industry.
What has been successful in the past and why?
Who is leading the way in this field and why?
Where are their weak points or weakness that could be exploited and used against them in the short term?
In times of pressure and uncertainty for lots of businesses - a good consultancy can come in with fresh eyes, clear perspective and some future knowledge that may just be the lifeblood and oxygen that a company needs to see them not only through troubled times - but in my example above - get them onto a path with a sustained strategy and development curve that will shape their future from perhaps a bleak and uncertain one to a flourishing and forward thinking business of the future.
Although it's not a black art as such, it is an art that Conchango deliver on time and time again!
