Operational and Management Consulting
To identify your challenges
and obtain recommended solutions
Although it sounds simple enough, this is one of the hardest things to do in business. Anyone fresh out of business school can walk into a business and identify at least twenty problems without scratching the surface.
All businesses face problems, some inherited, some self-inflicted but most are simply a reflection of a build-up of idiosyncrasies over time. This is why many successful companies have an Advisory Board and well as an Operational Board which helps management with strategic and vision issues. As management, your job is often anchored in day-to-day challenges and rarely do you get a chance to stop, remove yourself from the fray and think objectively.
A good consultant is above all a good listener. Experience alone has never made a good consultant, however, good consultants learn to dip into their professional and life experience to help their client, either to avoid mistakes made or learn from their successes.
Many large consulting firms measure their success by the length of their findings report and the size of their fee. Rarely do they stake their fee on their ability to actually help their customer. Strangely, they thrive because they offer hope. And if the engagement costs hundreds of thousands of dollars, it must be good… Anyone can write a report, find problems and point fingers.
Good management and operational consulting is simply to listen to the customer, both management and staff, as they usually know what’s wrong, then, offer solutions that are best suited to their circumstances and be willing to stand by them while they execute the strategy.
There is no foolproof strategy and therefore, adjustments are necessary all along the way. The consultant has to be willing to be there, see their strategy through, assist management (and staff) in executing and ultimately gauge their success on the outcome.
Here is a video that will illustrate the challenges in entering the Chinese market from a Supply Chain Perspective: