Introducing CULTIVAR Consulting February 2011


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A short presentation about Cultivar Consulting - our purpose, values, approach, service offerings, and case-studies...

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  • We all go through the Transition Curve at different rates We are probably going through other change curves at the same time (emotional, family etc ) People ‘think’ it’s wrong to have these feelings and often ‘guilt’ forces its way through Those championing the change tend to forget that others will not be as far up the curve as they are The organisation sees these behaviours as ‘negative’ BUT they are a natural reaction
  • It’s ‘our’ idea (therefore it must be good) But we do experience some lows: We become concerned when others act against it, offer resistance or are just not onboard We become angry when the forces against become openly hostile We become frustrated when things are not moving as fast as we would like BUT these are relatively minor dips - we ‘see it through’ because we are totally committed
  • Often the behavioral activities need to be visible earlier than the technical activities. I.e. the need to change, setting a vision, as a basis for recruiting early adopters and champions. Demonstrate a willingness to include all inputs as a way of securing buy-in. Break down inter-departmental barriers. Find out the problems at the coal face - help the workforce see that the problems they face day-to-day can be solved - show them how the new systems can do that - let them be part of the decision making process. Use tried and tested change management tools: employee surveys; structured communications; visioning processes; team development; counselling/mentoring; training needs development; etc. Engage and Communicate are the keywords….
  • Introducing CULTIVAR Consulting February 2011

    1. 1. “ using our creativity, insight, and experience to invent better ways of doing business…”
    2. 2. Company Background… James Rock started this independent consultancy in 2000 after a line management career in the automotive and defence industries, followed by 8 years with major consulting firms. He has developed a long track record of delivering successful client assignments across many sectors. <ul><li>Working closely with our clients to understand their issues. </li></ul><ul><li>Developing and implementing practical solutions. </li></ul><ul><li>Delivering programmes that bring sustainable change to our clients business. </li></ul>
    3. 3. CULTIVAR – Some Definitions… <ul><li>A special plant variety that has been produced in cultivation by selective breeding. </li></ul><ul><li>An organism of a kind originating and persistent under cultivation. </li></ul><ul><li>A variety of a plant originating through cloning or hybridization. </li></ul>These horticultural definitions are analogous to business… CULTIVAR Consulting help clients to nurture something special
    4. 4. Two Key Challenges for Senior Managers… GROWTH PROFITABILITY i.e. The key drivers of Shareholder Value
    5. 5. Strategic Options Are Often Driven (or Limited) by Current Performance GROWTH PROFITABILITY which company are you? how can your Shareholder Value be improved? Company A Company B Company C Company D
    6. 6. Typical Strategies GROWTH Low High Low High PROFITABILITY <ul><li>Consolidation </li></ul><ul><li>Site rationalisation </li></ul><ul><li>Process integration </li></ul><ul><li>Product/Customer focus </li></ul><ul><li>Budgetary control </li></ul><ul><li>Survival </li></ul><ul><li>Cash flow focus </li></ul><ul><li>Cost cutting priority </li></ul><ul><li>Restricted investment </li></ul><ul><li>Seeking stability </li></ul><ul><li>Growth seeking </li></ul><ul><li>Product investment </li></ul><ul><li>Marketing focus </li></ul><ul><li>Acquisitions in core areas </li></ul><ul><li>Financial control eased </li></ul><ul><li>Leadership maintenance </li></ul><ul><li>New opportunity search </li></ul><ul><li>Product/Market expansion </li></ul><ul><li>Acquisitions in new areas </li></ul><ul><li>Equity buy-back </li></ul>
    7. 7. Our Focus Is on Key Value Areas Business Strategy Financial Planning Sales & Marketing Operations & Supply Chain Innovation And R&D Performance Improvement
    8. 8. Our Consulting Resources Sales & Marketing Innovation and R&D Operations & Supply Chain Finance Automotive Industrial Technology Healthcare We have a matrix of functional experts from key sectors, acting as consultants, interim managers, and non-execs
    9. 9. Cultivar brings the right resource to the table Consulting Business IT/IS Supply chain Marketing Proj/Progr. HR/Change Finance Strategy Interims Manufacturing Retail Wholesale IT/IS FMCG Energy Financial services Training Management Leadership Sales and Marketing Stress Mgt. Presentation Team Building Functional Financial Accountants Tax Insolvency Grants Bus. Planning Corporate Finance Others Health Legal Marketing PR Web Services Events CULTIVAR We have over 1000 registered associates across the UK….
    10. 10. Technical Work Stream Concept Development Design & Planning Implementing The Solution A logical approach to implementing new processes & systems … <ul><li>Define objectives & benefits </li></ul><ul><li>Develop To-Be scenario </li></ul><ul><li>Identify resource requirements </li></ul><ul><li>Project planning </li></ul><ul><li>Project approval </li></ul><ul><li>Purchase solution </li></ul><ul><li>Implement </li></ul><ul><li>Train resources </li></ul>Work Stream Tasks <ul><li>Develop As-Is understanding </li></ul><ul><li>Define opportunities </li></ul>Analysis So why does this approach often fail?
    11. 11. Re-configure Organisation Architecture Re-orient HRM Architecture Re-shape Behaviour Re-build Information Architecture Re-invent Processes Clarify Strategic Vision IT projects often focus and drive from here Research consistently shows that over two-thirds of projects fail due to inadequate attention to these areas A business – wide approach to implementation is required …
    12. 12. Personal Well-being Time Shock Discounting Anger & Blame Preoccupation Internalisation Gradual Acceptance Inevitability Despair or Depression Disbelief When change occurs we all go through the emotional Transition Curve …
    13. 13. But change can be more sustainable if we introduce a modified Transition Curve … Personal Well-being Time Euphoria Anger Total Commitment Frustration Concern Energetic
    14. 14. Vision and Values, Attitudes and Behaviours, Skills and Competencies, Communication, etc. Strategy and Plans, KPIs, Processes, Systems, etc. Balanced Programme Sustainable Change Technical Elements Behavioural Elements Vision and Values, Skills and Competencies, Attitudes and Behaviours, Communication, etc. Strategy and Plans, KPIs, Processes, Systems, etc. Sustainable Change The Cultivar approach to sustainable change… Combining technical/hard skills with behavioural/soft skills ….
    15. 15. Developing the Vision Engaging The organisation Behavioural Work Stream Cementing The Transformation Establishing the need Technical Work Stream Concept Development Design & Planning Implementing The Solution Analysis Simultaneously applying parallel work-streams …
    16. 16. Behavioural Work Stream <ul><li>Establish need & urgency </li></ul><ul><li>Create a guiding co-alition </li></ul><ul><li>Develop a strategy </li></ul><ul><li>Communicate the vision </li></ul><ul><li>Empower broad-based action </li></ul><ul><li>Generate quick-wins </li></ul><ul><li>consolidate gains and produce more change </li></ul><ul><li>institutionalise the culture </li></ul>Work Stream Tasks Bringing additional people skills when implementing new processes & systems … Under-pinned with Change Management tools and techniques …. Developing the Vision Engaging The organisation Cementing The Transformation Establishing the need
    17. 17. Case Study 1 – Marine Industry Company Background A leading marine industry group acquired a complimentary, family run business to expand its existing product range. After installing a new MD the challenge was to develop an integration strategy and performance improvement programme. Project Detail Based on 3 sites, initial visits revealed that whilst profitable, the business was very immature in terms of manufacturing processes. The experience and capability of the incumbent management team was limited and narrow in focus. Group plans included site integration and new product opportunities. A two stage project was undertaken that mobilised the management team and workforce to address key areas including manufacturing effectiveness, cost reduction, and simultaneously - staff culture, morale and development. A change programme was developed and implemented that captured quick-wins, focused improvements in key areas with targets set over 2 years, rationalising sites, releasing working capital, introducing an additional product range, and improving process performance across the business.
    18. 18. Case Study 2 – Dotcom Start-up Background After successfully developing an early internet business and selling it to a major competitor, a young and entrepreneurial team had ideas for an exciting and larger B2B internet company in the recruitment sector. Recognising the need to raise significant investment they approached James to develop a robust business plan which could be used to approach VC’s, Incubator companies, and Business Angels. Project Detail James worked with the team to develop a business plan covering a five-year period, during which the company would mature from a business start-up to a £ 50m turnover enterprise with significant resources. Key areas of the plan included competitor analysis, technical platform development, sales & marketing strategy and operations strategy as the business matured and grew in scale. James subsequently joined the team as CEO and assisted in the search for potential investors, leading in fund-raising presentations, and eventually attracting an international bank to commit £ 3m start-up and development funding for a 20% equity stake.
    19. 19. Case Study 3 – UK Subsidiary Background This Japanese multi-national is in the Fortune Top 100 companies, but a growing UK subsidiary had begun to stagnate. James undertook a diagnostic exercise to explore why this was, and was then invited to become Interim MD to implement new strategies designed to transform the organisation and take it to its next phase of growth. Project Detail 5 years after its launch, this company had successfully become market leader in its maturing UK markets. Seeking to continue its strong growth, the management team then pursued a market proliferation strategy – taking them into unknown sectors with little success. James quickly identified this issue and developed a new marketing strategy designed to exit unprofitable segments, and pursue international expansion for its key product range in Europe. Over a six-month period James implemented this strategy and negotiated a deal to acquire 25% equity in the distributor for its largest European market, and take-over its largest UK competitor as the basis to rationalise operations and increase operational scale to support planned growth.
    20. 20. Case Study 4 – Healthcare Company Background This leading UK healthcare group provide and maintain medical equipment for local authorities and NHS trusts. The market for its service offering was growing rapidly, but divisional performance had declined rapidly over a 2 year period, leading to increasing financial losses, customer dissatisfaction and churn, low employee morale and high turnover in key management and staff positions. Project Detail Using a 3 phase approach James worked with divisional staff to develop and understanding of the “as-is” situation, develop a “to-be” proposition for an organisational re-design, and implementation plans. Scope of the project covered all UK field service operations and supporting departments, including key processes, supporting IT systems, and management and staff relationships and competencies. James stayed on to help implement the solution developed, and in 3 months performance had recovered to exceed targets. Over the next 2 years output has grown 25%, customer satisfaction and employee morale dramatically improved, and a new mobile data system introduced as a platform for growth.
    21. 21. Case Study 5 – Automotive SME Background This privately owned SME had been established in the UK automotive sector for 15 years. With a reputation for quality and innovation it had developed partnerships with Land Rover but in a shrinking UK market needed to expand to survive and maximise shareholder value for the owners of the business. Project Detail James identified the potential to launch the business into the European OEM automotive components sector, focusing on its core capabilities, and simultaneously launch a range of technically superior products into the aftermarket and accessory sector. James developed and led a group of associates as a virtual marketing team that created marketing collateral including web-sites, video, printed brochures, backed by a PR team, and launched the new business venture at the British International Motor Show and at the largest European auto components trade fair in Frankfurt. James continues to advise the management team on executive development and resolving key business issues.
    22. 22. Some Other Previous Clients…
    23. 23. Summary Cultivar Consulting has a simple proposition – “using our creativity, insight, and experience to invent better ways of doing business…” Our business model provides high quality and industry experienced consultants across key sectors - at very competitive rates We have a proven track record of delivering results for our clients – delivering shareholder value CULTIVAR Consulting can help YOU to nurture something special within your business
    24. 24. Contact us… Website : Blog: The Big Business Issue Twitter: @Cultivar Phone: +44 (0) 7802 976806 Email: [email_address]