Our philosophy brings back the art of problem solving into consulting.
Identify Stakeholders Comprehensively.
Common Issues
Our Philosophy and Approach

“Here is what you should do about your Finance and HR organizations . . . ”

A lot of consultants position themselves to live the “expert” fallacy. To some, engaging business people could be construed as a deficiency in their knowledge or expertise.

Also, engaging people (across the spectrum of styles and levels) in a meaningful way is just hard. It comes with experience, if one is deliberate.

We will never know your business as deeply as your teams do. We don’t pretend that we are experts in every area of your business.

We work with you to identify a comprehensive list of stakeholders (who may have inputs or be impacted from the project) and their need for involvement.

We don't do things to your stakeholders; We do things with your stakeholders.

Case Study

The COO of a top-15 US bank had his Operations employees (~7000) dispersed across >80 different sites. He wanted to optimize his sites, but wasn’t sure whether it was an efficiency (cost) issue or an effectiveness issue or both. As expected, each of his managers was rigidly opposed to any changes, citing unique business needs for his/her site.

We developed an approach that emphasized interviewing the LOB leaders, obtaining qualitative and quantitative inputs from managers of ~100 Operations’ functions, surveying a sample of ~7000 employees, engaging representatives from HR, Operations, Sales, Finance and Corporate Communications. This ensured that we were considering factors that were really important to leaders, managers and staff. Implementation considerations got incorporated. It also aided in collecting the right data, creating the best analytical model (that can be used by the client on an annual basis) and above all, actionable recommendations supported by all stakeholders – hence a significantly higher probability of execution. Our work not only helped them implement immediate improvements, but also became a tool for annual strategic planning.

Note: Examples shared are engagements that Amit led during his long consulting career (including when he was a member of other organizations).