Dealing with the Elephant in the Room
Martin Wilson was brought in by one of the junior departments in a sensitive government programme. As a junior partner the department could not be seen to be disruptive but it had serious concerns about the programme scope. Martin explored the issues on an individual basis with the other parties and especially with the programme director. It showed that all were aware of problems with the programme direction, “the elephant in the room”, but felt powerless to deal with it. In just six weeks of sensitive negotiations Martin was able to generate consensus and get the programme redesigned and heading in a more appropriate direction.
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Reorganised to Make Solidus Redundant
A government department undergoing considerable change brought Martin Wilson in as interim head of the service development. He defined the team’s role and established a strong working relationship with another section head were previously there had been considerable tensions. He then worked with that director, a permanent civil servant, to merge their two teams under her management. He made himself redundant because it was the right thing for the client.
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Communications and Straight Talk
We were engaged by a director to review and improve the communications for his department of a major public company. We were to review behaviours and run communication skills workshops for staff. Our analysis showed that the key issue was the director’s approach to communications. We had to tell him some very difficult home truths; especially difficult as he had to approve our invoice. He disagreed but his staff reported that he did change his behaviour; and he paid our invoice.
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Turning Service Development on its Head
As part of business planning assignment for a start-up company being spun out of a university department Solidus completely restructured the service offering and its development road map. The Professor originally envisaged proving his service to individuals via a web site and marketing through a highly developed professional network. However, the service was not sufficiently automated to cope with high numbers of individual customers. As a result the proposition was changed to begin with corporate clients who could support more hands-on servicing and would fund further automation to allow expansion into the individual market.
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Reduced Cost and Improved Productivity
A firm of solicitors wanted us to help them select a new time recording system to improve their productivity. When we understood their reasons we actually helped them redesign the process for preparing wills. It cost us an assignment to select and implement a new computer system but the client got what they needed – reduced costs and increased productivity. Today we would also have pointed them in the direction of a process solutions supplier like enCircle to quickly provide automated policy and procedures to support the process.
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