In the mean time remember, you get more consulting work if you see to understand rather than try to influence.

Key measures will be the value of future projects. The topics for the consultancy leadership needs to be proposition development, value pricing, lead generation, coaching, consultative selling and pipeline management.

It’s time to change the changers!

The key measure going forward is validated pipeline so for senior consultants, directors, associates and partners the only real measure is the value of your next project

The integration is managed at the weekly PM meeting and everyone is happy. Nano Project Management is also great at the end of a course where people leave with a succinct set of iediate next steps. It reinforces the learning and means actions are more likely.

Exploring the application of the new models and theories developed by Phil on his PhD at the University of Bath the invited audience were enthusiastic about the application of this approach in the current economic situation. An executive summary is available.

Exclusively Kitchens is a high end bespoke kitchen designer and installation company. Focused on providing the best possible quality and value Exclusively Kitchens operated from its base in Bath across the South West. Having been in business for 12 years the directors of the business felt it was time to take a strategic view of the business and look for ways in which to accelerate the growth. Phil Richardson of Thoughtcrew worked with the directors to identify ways in which they could tap into the huge amount of existing customer information. A new IT system was developed based on ACT to go with a new website, customer case studies, a new PR campaign and finally the relocation of the business to a higher footfall area and the creation of a new division called Exclusively Bathrooms. Sales and profit increased year on year.

Key elements
Strategy
Process
CRM
Leadership
Governance
Marketing
PR
Product and service development

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Northern rail is a successful train operating company with 472 stations and 11 million passenger journeys per year. A key component in running the railway is the development and maintenance of stations. At Northern the quality of stations has an impact on the customer service score carried out by the DfT and failure to achieve certain levels can result in the franchise being withdrawn. Whilst the existing station services team was providing a service that achieved the minimum requirements the leadership team at Northern felt that there was an opportunity to provide an excellent service to internal and external customers and stakeholders
Thoughtcrew worked with Northern’s vision to develop a new department called Estates Management. Processes were designed, a new organisation design was put in place and a new way of working developed. The latest feedback shows a marked improvement in the customer satisfaction.

Key elements
Strategy
Process Engineering
Business case development
Organisation design, job descriptions, union consultation
Recruitment through selection events

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Newcastle City Council wanted to implement remote working for both its people and its assets. However there are 26 wards (districts) within the Council and each has its own way of working so the implementation of a common way of working was proving a challenge. Thoughtcrew working with the solution provider APD Communications designed a single integrated process that worked for all 26 wards. Following implementation the feedback from the IS team was that the process stood up to a rigorous testing and implementation and was actually being used, without change, by everyone across the council.

Key elements
Process engineering
Remote working
Integration between business and IT
Cross functional integration

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Iron Mountain Incorporated helps organizations around the world reduce the costs and risks associated with information protection and storage. As part of its rigorous approach to data management the company already embraces the need for clarity around internal processes and documentation. Thoughtcrew were asked to review and update the current processes on behalf of the public sector division of Iron Mountain. Working in an independent capacity the Thoughtcrew team were to observe the way of working and develop an update set of processes and standard operating procedures based on the actual way of working. The final document exceeded the requirements of current internal audits such as Sarbanes Oxley compliance. In carrying out the work Thoughtcrew identified operational savings and improvements that more than covered the costs of the review and documentation work. Since completing the work Thoughtcrew has also been engaged to provide strategic thought leadership to the public sector clients.

Key elements

Process engineering
Documentation
Strategic thought leadership
Process compliance

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Inbev’s supply chain managed products such as Stella and Boddingtons from the brewery to the installation of the latest tap installed in a pub, club, restaurant or hotel. The processes span a number of departments including, trade sales, customer service, brands dispense, finance, third part delivery, third party installation and merchandising.
Thoughtcrew were asked if they could identify ways in which the supply chain performance could be improved. To benefit the business by increasing sales and reducing costs. By creating an integrated process, identifying opportunities for improvement using innovation techniques, which included biomimetics and by working cross-functionally a new customer centric approach to the supply chain was implemented. A significant impact was observed in both sales and costs and this coupled with an improved sales performance and an integration between the functions meant that the project provided a significant return on investment.

Key elements
Strategy
Process engineering
Workflow
Leadership and team building
Project management
Innovation
Biomimetics
Business and IT integration
Cross functional integration

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Sales development

The challenge at First was to take the next step in developing the corporate sales team for the UK Bus division. This project entailed the creation of an agreed sales strategy, the development of sales management and selling skills and the creation of business solutions as opposed to product sales.

The real challenge was to build on a successful team and to integrate the corporate sales with the locally managed consumer sales. A key component of the work was focusing on the ‘green’ issues and in developing integrated processes coupled with IT systems.

Key aspects
Strategy
Process
Sales Management
Selling skills
B2B
Team development
Recruitment

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