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

“Good. Well, uh, I'd like to, uh, welcome a new member to our team. Uh, Bob Slydell. Yeah. Uh, he is, uh, a consultant. Yeah. He is a consultant.”

More often than not, consultants evoke the image of the Bob(s) from Office Space.

 

 

Because they are perceived as working for the engagement sponsor’s interests, not the client corporation. And empathy towards the client staff involved in the engagement - what is that?

We strongly believe that our work has to be in the interest of the corporation, even if it means advising the sponsor of some hard choices.

We build stakeholder buy-in throughout the journey (by seeking inputs, advice and validation).

We respect their views – they know the practical constraints, organizational history and cultural context.

Case Study

For over 9 years, a top-10 US bank wrestled with issues around CRE collateral management. Challenges included insufficient/inconsistent collateral information capture, unclear accountability, somewhat duplicative (yet individually insufficient) systems, two servicing organizations and a whole lot of political viewpoints. Time and money already spent on this issue were in multiples of system + organizational cost. In addition, barriers to solution were impairing their ability to resolve the troubled assets in the post great recession period.

A natural bias (and so called quick hit) would be to shut down one unit and consolidate all activity into the other unit - costs saved, organizations/functions rationalized, engagement successful. But how do we help the resultant organization/function be effective in the aftermath and in the long run.

When we got engaged, it was key to identify all stakeholders, understand their diverse viewpoints, design an approach that utilizes information provided by them in a consistent way and periodically bring them together in a variety of formats. Continuous engagement supported by analysis and logic won the day. We were able to dissect the problems and demonstrate that instead of a big-bang merge all activity into one organization on one system, there is a natural progression of achieving optimal collateral management. The primary recommendations, caused a lot of change in the key sponsor’s organization – however, everyone (including that sponsor) were appreciative that this was the right action for the corporation. Total time taken ~ 4 months.

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