SERVICES - IMPLEMENT
During this stage, we work with our clients to implement their strategy by aligning the organisational enablers, such as process, people, information and infrastructure, in the context of the strategy system.
MSH Consulting has a core competency in business analysis and operations research. We combine this powerful way of thinking with our client’s knowledge to identify solutions to resolve the core issues. We work across all disciplines, but our expertise is in ensuring all work aligns to our client’s strategy.
Because we operate at the logical level, we work across many industries. The best practice learnings we take from assignments can be innovatively applied to the unique issues of others.
Our suite of implementation services have been designed to address the many challenges our clients have to overcome when implementing change. Set out below are some examples of our implementation services.
Organisation stRucture
MSH Consulting’s organisation structure design approach is based on the principle that a good structure is 50% logical and 50% personal.
We believe that our process will deliver to you the sound rationale for a new structure that is aligned to your strategic direction (i.e. logical) and reflects your unique leadership style (i.e. personal).
Designing a structure based on logical and personal design principles will enable you to explain new roles and roles to be disestablished, and allow each manager to understand which parts of the business they are accountable for.
Job Descriptions
A well crafted job description is critical in ensuring you hire a team with the skills and competencies required to deliver on your strategy. Therefore, we use the strategy as the foundation for developing job descriptions, ensuring that there is complete alignment at all times.
To do this, we define the core competencies, from the key result areas of your organisation’s strategy. The core competencies reflect skills, knowledge, experience – what the person can do and character and attitude – who the person is.
Our aim is to ensure that the job description describes the perfect person for the role, highlighting any nuances required by the strategy.
Values
Values represent the operating principles that you, as an organisation, will live and breathe, no matter what circumstances you face.
Our fundamental philosophy is that an organisation’s culture underpins it’s strategic direction, and therefore we should look to the strategy when deriving values.
We use a combination of logic and creativity to identify strong values which are aligned to your strategic direction. We then define why the values are important in the context of the strategy. Finally we translate each value into observable behaviours that, if other people saw you carrying them out, would lead them to conclude that you were expressing the value in question.
Value driver modelling
We carry out financial modelling for a broad range of purposes, such as to determine pricing scenarios, resourcing requirements and activity based costings.
We use a value driver approach to model the financial implications of your strategy. Value drivers are in essence the key levers that an organisation can pull in order to improve its performance. They allow you to make cause-and-effect linkages between “investment” and “results” you are aiming to achieve.
Modeling changes to values drivers provide the defensible logic for pricing decisions, increasing / reducing resources and prioritising investment in business activities.
Reviews
If you have a complex business problem that you would like to solve, we can carry out a review to ensure all issues are addressed and opportunities explored.
Using a hypothesis approach we work with internal teams to identify a series of hypotheses. These hypotheses highlight areas for the review to probe, suggesting possible issues or areas for improvement, which then guide subsequent data collection to prove or disprove the hypotheses.
For each hypothesis, we use a “fact, findings, conclusions, recommendations” methodology to provide a logic trail for our recommendations. Recommendations are also based on MSH’s experience in other organisations facing similar situations.
Operations Manual
To ensure your strategy is embedded into your day-to-day activities, we can help you design an operations manual that reinforces your strategic direction.
Aligned to the process perspective of your strategy, we design the operations manual to a level of detail that is practically useful for the team using that part of the manual.
The operations manual will include “swimming lanes” of who will carry the key activities, as well as supporting tasks, templates and guidelines.
Business Model
A business model describes how an organisation creates, delivers and captures, what value is being delivered and to whom.
We can help you to develop or refine your business model to ensure that it continues to be fit for purpose for your operating environment.
We explore and test the key components of your business (e.g. operating model, value proposition, customer segments, customer relationships and channels, cost structure and revenue streams) which will enable you to innovate and create new strategic alternatives.
Partnership Scorecard
If you are thinking about entering into a partnership with another entity, we can work with you to develop a partnership scorecard. The purpose of a relationship scorecard is to explore and document how two parties can work together to achieve a joint outcome that represents a “win” for both of them.
The approach has a strong focus on identifying what a successful outcome looks like for each partner, and ensures all parties are clear on what is expected of them.
The relationship scorecard contains four different perspectives: Joint Outcome, Relationship, Process and Capability. These are the four components that need to be targeted in order to build a strong relationship.