Newport consulting firm calling card 2011 v1 (print)

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Calling card deck for Newport Consulting Group, LLC

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Newport consulting firm calling card 2011 v1 (print)

  1. 1. FOR DISCUSSION Newport Consulting Group Our Services and Value Proposition January 2011 This document is confidential and is intended solely for the use and information of the client to whom it is addressed.
  2. 2. Our FirmOur Service AreasCredentialsContact Firm Calling Card  1
  3. 3. About Our Firm Newport Consulting Group is an independent consulting firm founded in 1995 and managed by several leading directors from DMR Consulting Group and strategy firm Booz & Company Our clients enjoy working with our experienced professionals who deliver large firm capabilities in the context of a boutique firm culture We function as top-end, high-touch advisors to our clients, unencumbered by large overhead cost models or downstream deployment agendas Firm Calling Card  2
  4. 4. Our ClientsNewport Consulting has worked over the years with many leading and progressive commercial, publicsector, and not for profit and charity organizations, in partnership and direct engagement formats. Commercial Public Sector Not for Profit and Charity Services and Software Firm Calling Card  3
  5. 5. Our FirmOur Service AreasCredentialsContact Firm Calling Card  4
  6. 6. Our Practice AreasOur “SORT” practice model allows our clients to benefit from a broad, holistic perspective on keybusiness challenges, while focusing deep experience in one or more critical areas.  What KPIs govern my initiatives, how do I know when they are “out of bounds”? What governance model do I need? Strategy  How do I create a culture of sustainability?  How do I leverage disruptive innovations for marketplace gains, creating an investment portfolio of new ideas?  How do I fit my organization to improve existing or introduce new operating models? Operations  How do I structure the functions, people, and resources in my organization to drive strategic initiatives?  How do I enable change in the organization?  What approaches do I use to structure and prioritize initiatives inside my organization? Risk &  How do I manage and mitigate risk across my business Program Management operations?  How do I drive maximum value from my portfolio of initiatives?  Based on my operations and existing technology investments to date, how do I select and implement the best technology Technology solutions to support my business?  How do I manage that process from planning to go live? Firm Calling Card  5
  7. 7. Our ServicesWe maintain expertise in strategy formulation and execution with several key focused service areaswhere our experience can be leveraged to create high-value, low impact outcomes in the organization Strategy Formulation and Execution Enterprise Governance Program Corporate Pathway Performance Risk and Design and Sustainability Innovation Management Compliance Oversight Firm Calling Card  6
  8. 8. Corporate Sustainability Sustainability has Three Pillars — we find that while there may be an immediate focus on one key area of triple bottom line reporting, attention must be given to how reporting and decision-making occurs. This increases value drivers, reduces redundancy, improves operations, and manages costs. Development of sustainability programs … with world-class sustainability partners. 1 2 3 4 5 Energy Buy Reduce “Do no harm” Buy LocalEfficiency Recycled Toxins Sustainable Procurement Practices Triple Bottom-line Scorecard Economic Environmental Social We focus on creating sustainability programs based on strategic objectives that are feasible (possible), viable (achievable given resources), and material (important to the organization) while leveraging a partner ecosystem of tools, methods, approaches, and industry position.Source: Various partner sources as modified by Newport Consulting Group. Firm Calling Card  7
  9. 9. Enterprise Performance ManagementA closed-loop Enterprise Performance Management (EPM) model enables the development,alignment, and execution of strategy and operational excellence. We consider a life-cycle approach. Six Stages of Enterprise Performance Develop the Strategy – this involves applying tools, processes, and concepts, such as mission, vision, and value statements Translate the Strategy – facilitate the strategy via maps, balanced scorecards, cascade targets Align the Organization – both the business units and shared services units to the corporate strategy and the business processes Strategy Plan Operations – translate the strategic Operations objectives into rolling forecasts, activity-based costing, resource and capacity planning, dynamic budgeting Monitor and Learn –managers continually review internal operational data and external data on competitors and the business environment Test and Adapt – updating it when they learn that the assumptions underlying it are obsolete or Production Reporting and faulty, initiate another loop around the system and planning monitoring Firm Calling Card  8
  10. 10. Pathway Innovation Our Pathway Innovation program is based on five years of research focused on investment driven portfolios, gate-driven processes, institutionalizing innovative behaviors, and benefit realization. Framework for Pathway Innovation Enabling Factors to a Successful Program Investment Driven Portfolio Gate Driven Processes Innovation through financial  Structure review process enablement – Phases and gates known – Economic portfolio approach – Promotes solid idea candidates – “Interesting ideas” quickly – Challenges “holistic” and discarded downstream thinking which may – Returns quantified be lacking Pathway Innovation Enabling innovation  Future outcomes depicted confidence – Target states across pathways – Identifying possible barriers may be articulated – Addressing through – KPIs and metrics known, tracked organizational change efforts and monitored – Support and encouragement of risk-taking Institutionalizing Innovative Behaviors Benefit Realization Firm Calling Card  9
  11. 11. Governance Risk and ComplianceGovernance is the “glue” that holds together company business operating models — aiming tobalance strategy, risk management, opportunity, and execution. Compliance frameworks - such asproduct quality, environmental, and trade restrictions - suggest the form of governance required. Governance Modelling Balancing Compliance Forces of the Operating Model Balancing Business Operating Models When Strategy is lacking… – Uncoordinated and multiple company efforts Environmental Strategy Financial – No direction, focus, or target audience mapping & Regulatory & Liquidity When Risk Management is lacking… – Any path looks achievable at any cost – No personal accountability; everyone rolls the dice Risk Governance Opportunity When Opportunity is lacking… Management – Diminishing operating revenue and profit – Great ideas that never get to market or don’t sell When Execution is lacking… Product & – Any strategy seems correct with no realization Trade & Export Execution Service Quality – Everyone is an expert at poor performanceSource: SAP, Newport Consulting Group Firm Calling Card  10
  12. 12. Program Design and Oversight We offer advisory and oversight services for program environments - regardless of sophistication, domain area, or need - including IT, business separation, post-merger integration, and IT operations. Business Stakeholders Typical needs during program design: Program Programmatic PMOs Define the new business Design Program Program Program Program structures needed Area A Area B Area C Area D Create governance and align decision rights Establish the case for change and future vision Business Structures Lead the effort and engage stakeholders Application Services Program Align systems and structures to support the change Domain Work Practices Introduce new work practices into the organization Provide independent oversight, monitoring, reporting Technical Infrastructures We find that 95% of all issues related to technology programs have nothing to do with the technology used for enablement. As such we focus our review and planning activities on stakeholder accountability, operating model alignment, and organization change management. Firm Calling Card  11
  13. 13. Our FirmOur Service AreasCredentialsContact Firm Calling Card  12
  14. 14. CredentialsOut staff and leadership team brings to the table over 250 person-years of combined industry andconsulting experience, without a large firm infrastructure and cost model. Our talent is your value. Staff Credentials Experience Profile – Minimum 20 years professional experience per staff – Management experience at one or more Fortune 1000 organizations – Practice and delivery management experience at top-tier strategy firms – Client and delivery management experience at global system integrators – International experience working with customers and partners in Europe and Asia-Pacific Education Profile – Minimum Bachelors degree – Preferred MBA, MS or other advance degree – Preferred professional credential (CMC, PMP, ASQ, SAI, others) Geographic Profile – Regionally based staff in the Midwest and Northeast (particularly for public sector and automotive work) – Regionally based staff along the US Pacific Coast (particularly for not for profit and high tech sectors) – All staff globally deployable to serve our clients – Global presence through our in-network partners Firm Calling Card  13
  15. 15. Our FirmOur Service AreasCredentialsContact Firm Calling Card  14
  16. 16. Contact Firm Calling Card  15

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