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operations AND strategy

Alignment

We have yet to see an organization operating at full potential. An organization free of waste, or without procedural, process, and resource inefficiencies. This recognition likely is mutual. This alignment of recognition forms the initial foundation of our partnership with you.

We interface only with predefined select senior leadership to establish deliverables - methodology and the stages of plan execution. Most companies can not see themselves well. This is not a failing necessarily, rather a fundamental and universal challenge. Organizations implement architecture to address this challenge - quality assurance wings, ISO, British Standards Institute, and so forth - mechanisms of self-critique, self-awareness. While well -intended and not without merit, these structures are by definition integral to the very unit which they seek to change. In this is limitation of capability. It is not a weakness per say. Internal entities are impeded by both the intrinsic confines of their definition and the very organization with which they are integral. It is a Catch 22. While internal self-assessment does work to varying degrees, the further steps necessary to effect and insure change are far more challenging, if not impossible. The body may be able to see the lesions, or know they exist; removing them from itself in entirety is another thing altogether.

Action

We move rapidly upon codification of Alignment. Areas of interest predetermined; staff, customarily middle and senior management. Concurrently functional disciplines are assessed at the departmental and/or divisional levels, as well as, the organizational construct within which they reside. This means: we look at people. We look at the parts of the business. We look at the organization. We look at how these pieces interact. Deliverable A.

Result

A summary document is produced upon completion of a deeply interactive study. This report identifies opportunities. These opportunities define inefficiencies. These inefficiencies are where assets are misaligned with success; inherently, intrumentally, organizationally - human, functional, process and structural. Deliverable B. Based on these findings we have the resources to move prompty to correct, or ramp team(s) into operational functionality on either interim or long term horizons.

Our Experience

Our experience is founded in the Middle East in highly complex, demanding environments. After decades of service making people, procedures, departments, divisions and companies better: faster, slimmer, more robust, more responsive, smarter, we recognized this skillset had international symmetry. Counterintuitively, we observed Western organizations, including American multinationals, operating in this environment displayed demonstrable inefficiencies as well. Both regional and Western enterprise presented opportunity - a globally transferable capability. We have now pivoted to US-centric operations.

Our Approach

Our Experience

We enter organizations with discretion. That is, without identifying our scope. There are a variety of means through which this is achieved. Alternatively, we can proceed with full disclosure and transparency. Both methods are effective for varying circumstances, while having contrasting strength profile elements. Different organizations warrant different means. Having said, the precursor to Alignment - a preliminary overview - will recommend which method we feel will produce the greatest results. After completion of the second deliverable, we table two available courses - self implementation of remedial action, or FrancisGrace will effect change. This is a multi-step, staged process.

Deliverable C

Why Us?

Our Experience

Why Us?

We know how to do it. This is not an academic or consulting abstract. We've done it. This is not a big brand name elite exercise - we have seen all of those big names fail to the point of that becoming the routine result. Fine consultants understand it, can chart it and communicate effectively on it, work hard in pursuit of it. Good, competent, capable consultancies and people. It requires, however, a unique talent to produce real sustained results. It's in the seeing, the interfacing, the doing. Many can talk it - very few are truly good at it. We're good at it. We've seen these consultants come and go. Often thanked sincerely for their time and work. It's clear to the client that with all these people and effort this was successful. Time and capital expended: with no lasting impact whatsoever - remarkable. Common stumbles: failure to fluidly connect and communicate with stakeholders, failure to maintain stakeholder alignment throughout process, excessive verbiage, documentation and reporting primarily geared, by appearance, to legitimize billing, erroneous identification of both ancillary and fundamental destabilizing opportunities, over-complication onset to conclusion, failure to create a follow-on strategy to refine and solidify, habitualize outcome.

Our Deliverable D.

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operations AND strategy

operations AND strategy

Alignment

Action

Result

Our Experience

Our Experience

Our Experience

Our Approach

Our Experience

Our Experience

Why Us?

Our Experience

Why Us?

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