Consulting

I consult with a select group of clients who are serious about doing the extraordinary in order to create sustained value for shareholders and customers. I do not do "assembly-line consulting"; I do not have a "one-template-fits-all" approach. Like my speeches, seminars and workshops, all my consultative efforts are uniquely tailored to the needs of my clients. My premise is that I am there to help leaders do the tough work themselves, not to do it for them. By doing so, I ultimately work myself out of a job, which means I've been successful. To give you a flavor of what I do, I have chosen six of the clients with whom I am working or have recently worked. Note how different each group's issues are. 1. A major division of a large insurance company. Here's what I do: I work with senior managers on growing sales, "de-bureaucratizing" the division to make it faster and more innovative, and building high-impact leadership teams. I work one-to-one with the most senior managers as an executive coach. I get involved with key management meetings, as a contributor and occasionally as facilitator, in order to help accelerate an innovative growth strategy and to improve execution of plans and goals. I celebrate with my client! In the first two years of my participation, the division posted such a dramatic turnaround in sales and customer growth that it was repeatedly cited by the corporation's CEO as a truly amazing success story. (By the way, I am lucky to work with a superb division leader who deserves kudos for doing what many in the corporation said was impossible). 2. A large industrial products firm. Here's what I do: I work with the senior management team on changing the organization culture from a hierarchical, bureaucratic, risk-averse culture to one that is entrepreneurial, fast, collaborative, and innovative. (Here's how bad it originally was: One senior VP told me "We study a good idea until it becomes a bad idea.") I present seminars where managers systematically analyze their organization, tear up what doesn't work, and make commitments as to what they will do differently. I work with managers on leadership! leadership! leadership! via leadership workshops and private sessions. I follow up, and follow up, and follow up-and renew the entire cycle above, with passion and compassion. 3. A medium-sized financial services firm. Here's what I do: I work with the CEO and individual executives on issues as diverse as acquisitions, strategic alliances, recruitment, new market penetration, client care and development, and career pathing. All this occurs via an ongoing combination of e-mails, document exchanges, phone calls, teleconferences, and face-to-face meetings. Most important, it occurs because of the commitment and dedication of the CEO and his senior staff. I participate in senior management offsites by making presentations on specific topics (for example, how the firm can change its information technology and corporate culture to become "boundariless"). In addition to constructively commenting on others' presentations, I meet with the CEO and individual executives for private coaching. I am available to help any specific department or project team which needs troubleshooting from a management and leadership perspective. I work with the CEO as a private sounding board and advisor on issues relating to leading, managing and growing the company. 4. A small (start up) software firm. Here's what I do (as a board member and shareholder): Assist both the Founder and the CEO in developing competitive strategies, business plans, marketing plans and hiring processes. Assist both the Founder and the CEO in preparing presentations to potential investors, and in solving ongoing operational and people problems. Serve as coach and mentor to the Founder. 5. A large consumer products firm. Here's what I do: I work with mid-level managers and engineers on product development; specifically-on how to speed up research cycles and speed-to-market cycles for fresh, cutting-edge products. I hold workshops with people in the product development area. Our charge: how do we go beyond "satisfying" customers? How do we anticipate what they might want, and then put something together in a fast, creative, and cost-effective way? 6. A successful software company in partnership with a consultancy. Oh, heck, I can't keep these companies anonymous, because I want to share something with you. Microsoft and BearingPoint-the ex-KPMG consultancy-formed a strategic alliance to create a software and services package called Microsoft Integrated Business Intelligence. Aimed at CEO's, COO's and CFO's, it's a very good product (I get nothing from the plug, it's just true). The companies asked me to work with them in contributing to a marketing videostream that would be beamed to prospective clients. Further, I was the kickoff presenter, talking about the strategic importance of business intelligence.