The Summer to Autumn transition has also seen a shift in clients as work completes, new clients on-board, or follow on work with existing ones develops.
- Three manufacturers in North Wales who, having improved productivity over the summer following advice, now wish to embed the improvements achieved in a more rigorous approach to production management so they can be sustained. KPIs are being custom designed for their specific needs and review processes implemented in the standard PDCA (Plan, Do, Check, Act) loop. Always interesting to mould a successful team to work more systematically.
- The joint managing directors of a successful construction company are poised for significant growth that will transform the business model and they have reached out for some coaching to challenge them. This input in short bursts over the next three months will ensure they develop the internal operational strategies to cope with a three-year ramp-up.
- The own brand retailer I started supporting over the summer has asked for more detailed support to plan out an approach to launching a franchise. This involves understanding the impact on the internal and external supply-chains which we identified as the biggest risk. This is very much one-to-one coaching, as the owner has never tackled something this complex, combined with a large dose of consultancy and research.
- Transformation at the multi-channel fashion brand I am supporting for twelve months is now on the brink of implementation. All of the pieces are in place and execution ramps up in December and completing in March. Progress to date is on track and a suite of KPIs is reviewed on a monthly basis. This is being combined with some process re-engineering and an upgrading of its use of business information for a simpler, more dynamic on-line, direct offering.
- Support for business planning at a visitor attraction that is seeking to double visitor numbers continues. Financial models are in place and the investment programme is being specified and phased. Ultimately a discounted cash-flow model fed by clear assumptions will drive the decision making. In parallel the client is setting up the project in a PRINCE2 manner under my guidance.
The management consultancy support that these clients require has a number of common elements;
- The management teams are unsure of their capacity and capability and require part-time, focused support to keep them on track: this requires a blend of consulting, coaching and mentoring tuned to the individuals and the team and evolving as their skills and the situation develop
- The creation of a clear road-map and a detailed schedule of activities from start to finish that enables the phased costs and benefits to be modelled and managed
- The implementation of a management process for the change that aligns managers and their teams on common, shared objectives
- An early, yet continuous focus on the risks and opportunities and their management
I am an experienced coach and consultant
This type of support requires an experienced professional that can draw on a range of experiences and tools. Listening to clients, understanding their strengths and weaknesses, and developing an approach that is customised to this complex blend of factors ensures value for money but most importantly the design of an intervention that helps rather than hinders progress. I am an experienced coach and consultant; not someone who after years in business has acquired a branded coaching toolkit.
My abilities have been borne from three decades of supporting change in hundreds of situations. But my mantra of ‘I am only as good as my last project’ and ‘my current projects are the most important ones I have ever done’ drives me on to do the very best for my clients. I don’t talk about past successes, I don’t reminisce about the past to demonstrate how good I am. My current clients are my judges and it is them I have to satisfy.