David A. Fields explains why correct assumptions can quickly become wrong, and how to test the assumptions of your consulting practice to create new opportunities.
You throw your best efforts into delivering value for your consulting clients, improving your consulting firm’s marketing, and creating a rewarding consulting environment. Then you find your work was off by a bit. Or more than a bit. Or completely wrong. Pickles-in-peanut-butter wrong. That’s no fun.
Alas, I have bad news for you and me: we’re mistaken. About everything.
I also have good news: our mistaken assumptions represent a huge opportunity for our consulting firms.
The article identifies nine signals that could transform your consulting practice, including:
-Unexpected success signals
-Unexpected failure signals
-Closely held belief signals
-Two transformative questions
Read the full article, Signs Your Consulting Firm Is Operating on Faulty Assumptions, on David’s company website.
Luiz Zorzella moves beyond the buzzwords to explain how a razor-sharp vision, strategy, and plan inspires buy-in and achieves results.
If your organization is not delivering the results you expected, maybe one factor holding it back is a lack of razor-sharp precision.
Most business leaders would benefit from sharpening their strategies: employing more clear language (calling a sword a sword), more accurately defining strategic priorities and objectives. But few actually do it. For example, most financial services companies profess to be “client-centric”, but very few actually explain what that looks like. And if you survey the organization and ask how this principle of “being client-centric” applies to practical matters, you will obtain very different answers.
Read the full article, Your Business Needs Razor-Sharp Precision, on the Amquant website.
Dan Markovitz provides a reality check on the concept of management by walking around (MBWA); how the leaders at organizations embracing lean take a different approach, and why the latter is better than the former.
Theodore Kinni argues in Strategy + Business that leaders must practice management by walking around (MBWA), a concept popularized by Tom Peters and Bob Waterman in their seminal book, In Search of Excellence. That’s the best way for them to stay connected to their businesses and understand what’s really happening with their customers. As Peters puts it, “The real meaning [of MBWA] was that you can’t lead from your office/cubicle.”
I’ve got no problem with the concept—after all, it’s similar to the lean precept of genchi gembutsu, or going to the gemba.
But here’s the problem with MBWA: it’s essentially unstructured.
Read the full article, Please, Not Another Argument for MBWA, on Dan’s website.
If you want to know more about the potential benefits, scope, pros and cons of business process outsourcing (BPO) and robotic process automation integration (RPA), check out this article from the knowledge hub on David Burnie’s company website.
Both BPO and RPA aim to achieve the goal of streamlining processes, achieving efficiency and increased productivity, and yielding cost benefits.
BPO and RPA implementations allow organizations to perform back office, internal, and call centre tasks efficiently quickly. This provides enterprises the benefits of overhead cost reduction, improved productivity, better quality, and more.
Both RPA and BPO are most applicable for business processes that are:
- Frequent – consistent daily/weekly volumes
- Repetitive – e.g. data entry tasks
- Rules-based – the process is defined by precise decision rules
- Streamlined – stable, without redundant steps.
Read the full article, Business Process Outsourcing and RPA Integration, on the BPO & RPA knowledge hub at The Burnie Group website.