w/ 20-80 employees
|$7,900 + GST per monthGet Started NowContact Us|
|Third Generation Outsourcing|
|Strategic Planning & Clean Execution|
|Financial Data Insights & Analytics|
w/ 80 to 140 employees
|$9,900 + GST per monthGet Started NowContact Us|
|Third Generation Outsourcing|
|Strategic Planning & Clean Execution|
|Financial Data Insights & Analytics|
w/ 140 to 200 employees
|$11,900 + GST per monthGet Started NowContact Us|
|Third Generation Outsourcing|
|Strategic Planning & Clean Execution|
|Financial Data Insights & Analytics|
w/ 200 to 300 employees
|$13,900 + GST per monthGet Started NowContact Us|
|Third Generation Outsourcing|
|Strategic Planning & Clean Execution|
|Financial Data Insights & Analytics|
Also, based on the results of your Discovery Workshop a combination of some, or all the applications described below.
Pricing Package Details
Because every business and its new opportunities for change, growth and increased profits are different, we conduct our unique onsite Discovery Workshop to determine what is working well and what must change across the whole organisation.
There is no charge for the Discovery Workshop for New Foundations Program clients. And there is no charge to prepare and roll out a new strategic plan for new Foundations Program clients.
Based on the Discovery Workshop’s report and the leadership’s aspirations to affect lasting and change we use a palette of corporate culture work practices, productivity practises & tools, new sales processes, business strategy and tactics to achieve the desired outcomes.
We have briefly listed the main applications we can apply to the organisation to facilitate the leadership’s aspirations to deliver a business that competes on margin not price. Therefore, based on the results of the Discovery Workshop, we prepare and agree a series of improvement milestones to deliver the required opportunities for change.
The Discovery Workshop
Most new adventures start with detailed due diligence, deep analysis, goal setting and planning.
We start the new direction for your organisation soon after our preliminary meeting. We quickly start to execute the plan by attending your offices for one to three full days of interviews and targeted performance identification questions. We interview senior & middle management as well as front-line employees. It is very positive and revealing to interview clients and suppliers during this process – subject to client approval.
At the end of the Discovery Workshop we publish a detailed written report that identifies the strengths and weaknesses of the organisation. We also tender the first steps/suggestions for change, usually where we can have the most impact in the shortest timeframe.
The report is the first step in the client’s journey to improved productivity, growth and profits – providing a detailed analysis on the following key pillars:
- Corporate Culture,
- Change Management; and
- Sales performance & sales process.
Edgeview’s Online Project Management Portal
The online application delivers a visual presentation of all work that we are completing together – in particular, the execution of each of the New Foundations Workshop’s milestones. You will have instantaneous and informed progress reports in a visual display ensuring you can monitor our efforts and milestones as well as those of your teams supporting the relevant initiatives.
Strategic Planning is a comprehensive process for determining what a business must become over the next three to five years and how it can best achieve that goal. It appraises the full potential of a business and explicitly links the business’s objectives to the actions and resources required to achieve them. Strategic Planning provides us a systematic process to ask and answer the most critical questions confronting the management team – especially large, irrevocable resource commitment decisions.
Planning starts by examining the fundamental service requirements important to your clients to help you design and implement a set of improved/new offerings and programs to meet their needs. Our approach includes many steps where we:
- Develop client segmentation strategies for the design of new service offerings;
- Interview clients from each segment to validate their service requirements;
- Assess the capability of the organisation to deliver the new service offerings;
- Identify gaps in delivery capabilities and make recommendations to close them;
- Design new service programs with marketing involvement;
- Create pricing models for the new programs and offerings;
- Help develop the service infrastructure to deliver new service programs;
- Assist in developing and delivering organisation specific sales training;
- Assist in launching the new product and or service programs;
- Monitor client acceptance and satisfaction with applicable analysis; and
- Review service revenue growth and costs
Change Management Framework
The key result of the practice of Change Management is to develop a Change Management Framework that enables the organisation to control the installation of new processes to improve the realisation of business benefits. Extensive work is completed on a Benefits Realisation Management Framework (Framework). The Framework adopts best practice principles and concepts for setting up and managing change.
These programs involve devising change initiatives, generating organisational buy-in, implementing the initiatives as flawlessly as possible and generating a repeatable model for ensuring continued success in future change efforts. Powerful, well planned Change Management assists the organisation’s leadership to help people succeed, recognising where and when trouble is likely to occur, and laying out a strategy for mitigating risks and monitoring progress.
Critical Chain Project Management
We are often asked, “why do so many business projects fail?” Fair question – the lack of flexibility and resistance to change are the main reasons for project failures. We have adopted the use of Critical Chain Project Management (CCPM) for Edgeview because it’s a proven, effective method of delivering productivity initiatives for products & services within cost, schedule, and resource constraints. This intensive and hands-on process will ensure your project(s) is completed on time and on budget.
Traditional project management practices assume that once a well thought out project plan is created and followed, it will provide good, expected results. It fails to address the practical uncertainties such as requirement change, work not completed on time, delayed approvals, etc. that typically occur in any project.
This is where CCPM is different. CCPM focuses on task due dates and interim milestones for a project. It emphasises the completion of the most important tasks in the project plan as quickly as possible and delivering the completed project as quickly as possible.
CCPM ensures the organisation will be able to identify and manage the project, create a project plan, define and allocate resources, manage the project development, identify and manage risks, and understand the project procurement process.
Embedding an Enhanced Working Culture
Corporate Culture – ‘the day to day working culture’ of an organisation is a major aspect of successfully entrenching exceptional productivity across the organisation as a ‘new way to work’.
The Discovery Workshop will uncover the organisation’s current working culture. We discuss, analyse, change and develop a Corporate Culture that leads employees to a new level of effectiveness. The new working culture will be one that focuses on results. This is not a fast process – we need to change one person at a time.
The organisation will thrive when all employees are focussed on the organisation’s strategy and tactics, knowing they are personally accountable for achieving the targeted results.
Most executives know their organisation’s culture is critically important because it impacts the bottom line. Therefore, from time to time the organisation’s culture must change, adapt and grow. In fact, culture must be organic to ensure the internal environment remains effective and anticipates rather than adapts to changes in the external environment.
Employee Engagement Analysis & Improvement
Most scientific research confirm the better engaged employees are the productive the organisation. We use targeted engagement questionnaires, training and engagement improvement sessions to measure and improve employee engagement.
We do this because there are three types of employees – engaged, not engaged and those who let everyone – know they are not engaged. To achieve planned results, strong employee engagement is crucial. To provide insight into the current level of employee engagement, there must be an annual score to determine the current Vs. past levels of engagement and if it’s better/worse than the previous year.
Intellectually and emotionally engaged employees help to nurture and create satisfied, loyal clients and improved business performance. Measuring employee engagement will gauge the degree of the organisation’s employees’ attachment to their jobs, colleagues and the organisation, helping to determine their willingness to go beyond the basic parameters of their job.
The subsections of engagement questions can also be used to understand what factors have the greatest impact on engaging employees and predict employee retention. Employee engagement is closely linked to client engagement and is measured in similar ways.
Employee Work Design
Based on the results of your Discovery Workshop we develop a formal Employee Work Design by conducting role specific productivity/capability skills gap analysis for all material roles in the organisation. We may impart up to twenty (20) new skills for each role/employee. The skills are usually those only expected to be held by senior executives.
The need for managers to be simply ‘managing’ will decrease because of continuous improvement (therefore managers will be under pressure because they must shift their focus to provide deeper input, execution, accountability and responsibilities to revenue growth).
The increased demand to accept and implement change, as well as being personally accountable for results will see the need for all employees to step in and out of a position of junior to middle leadership. Therefore, a broader cross section of employees will gain a firsthand understanding of the demand, dynamics and challenges of leadership.
The practice of ‘leading up’ is not the same as managing up. Leading up is taking charge because that is what is expected of each employee (see Corporate Culture) and exceeding what’s expected. Skills normally imparted to senior executives are shared with the whole team. For example, ‘going the extra mile’ becomes the norm, and leadership delegation skills are accentuated with an expectation that all employees will respectfully challenge and methodically seek clarification of instructions.
The power to accept and deliver change is accentuated when all employees can practice persuasion, receive decision-making support, empowered to make important decisions, collaborate, provide and seek regular feedback. Most importantly managers are held personally accountable for their employee’s engagement scores when completing the end of year appraisal.
Design Employee Incentive Scheme
The most important link to improving productivity is employing the right people and methodically developing them to ensure they are empowered, engaged, motivated and wanting to stay a long-time. We are seeking to massively improve your productivity, developing an environment for employees to exceed budgets, identify and suggest productive change and be inspired to innovate and drive new value.
Most businesses want to reward employees that motivates a certain type of behaviour and provides the right reward. Too often organisations provide a star employee with a pay raise for an excellent end of year result. However, this is not sustainable as a form of performance recognition and motivation because it locks the organisation into continually rewarding past success that may not occur again. Ironically, a top employee may become too costly to retain.
The best solution is to implement a financial discretionary bonus scheme for employees in addition to their base pay. The scheme would provide a one-off financial bonus for collectively, or individually providing the examples below:
- exceeding revenue targets in accordance with the organisations agreed values;
- exceeding specific strategic objectives;
- delivering material productivity improvements;
- supporting and delivering material innovation; and
- role modelling the organisation’s values.
Bonus amounts can be set by formula to add certainty to employees, and employers and would only be paid if the overall profit target of the organisation had been met.
The bonus is not a right, but it is just reward for doing more than is expected by good employees.
Leadership Coaching is a critical tool for organisational change. Change is essential for organisations to grow and adapt to today’s rapidly shifting marketplace, yet people and organisations are naturally resistant to change.
Leadership Coaching can facilitate productive change in persons, teams, and systems by enabling leaders, managers, and employees to uncover potential that might otherwise go untapped. The traditional hierarchical model of leading and influencing is no longer optimal to succeed in today’s complex and dynamic marketplace.
To adopt more relational, collaborative, and consultative models for leading and influencing, we build a coaching culture that encourage organisational learning and adaptability. Leadership Coaching is the best way to help individuals to think differently, and learn to think and work together more effectively.
Whether in a one on one session, or as part of our day to day client interaction, Executive Coaching is a must when changing frames. Change Management initiatives are more successful when employees are open to thinking differently and want to visualise an improved end state. Our goal is to ensure the need for change is a joint decision, or mature acceptance as opposed to the position where the individual identifies as being an unwilling, uniformed casualty to change that has not been mutually agreed.
We use the techniques of Executive Coaching to facilitative one-to-one, mutually designed relationship building between Edgeview and a key contributor to the opportunity change initiative who has a powerful position in the organisation.
The coaching is contracted for the benefit of a client who is accountable for highly complex decisions with a wide scope of impact on the organisation and industry. The focus of the coaching is usually focused on organisational performance or development, but it may also serve a personal component as well.
Organisation Design Review
After the completion of the Discovery Workshop, and subsequent client debriefing sessions we seek agreement on the need and form of specific change initiatives.
Organisation Design Review ensures the suitability and effectiveness of the organisational grouping model. Organisation Design Review identifies and addresses the symptoms of an ineffective hierarchy and cumbersome bureaucracy of an organisation. Organisation Design Review will provide clear strategies for change and change implementation processes.
The symptoms of an ineffective organisation can be poor responsiveness by employees to client’s needs as well as the executive, slow reactions to environmental shifts, tolerance of poor workflows/quality, unwieldy processes, missing or underutilised skills or resources, unclear roles, excessive conflict and lack of coordination.
Management Work Design
Because we are looking to ensure the work we do adds value and remains intact we add additional layers of work for our clients.
Management Work Design is an extension of our Lean Six Sigma & TOC implementation. On most occasions, we must change the role and duties of managers – because as they become more effective the growth and scalability of the business demands new ways of thinking. We also need to for the day to day operations of product/service delivery and sales processes to move to the next evolutionary step.
The daily need for managers to physically and routinely manage the day to day activities of employees is replaced by better processes, policies & procedures and guidelines. Managers will be required to review, develop, analyse and interpret KPI being the result of measured processes and policy compliance.
Managers will be required to learn how to focus their attention on process efficiency and productivity, whilst learning new skills such as coaching and advanced leadership to ensure they motivate, inspire and control employees and deliver innovation to existing processes, products and services.
Build & Implement Balanced Scorecard
A Balanced Scorecard defines an organisation’s performance and measures whether management is achieving desired results. The ‘scorecard’ is shared with all employees on a regular basis e.g. monthly. Its important employees understand the organisation’s strategy and important KPI and whether they are being met.
The Balanced Scorecard aligns business activities to the vision and strategy with a set of objectives and performance measures that can be quantified and appraised. These measures typically include the following categories of performance:
- Financial performance
- Client performance
- Internal business process performance
- Employee performance
Unlike financial or HR management, organisations frequently talk about organisational performance (and strategy) in a variety of ways. The Balanced Scorecard is a logical, structured way to help you ensure that all areas of the organisation are covered in an easy-to-understand way. It helps keep your goals in focus, uses specific measurements to track progress, and follows initiatives to track actions.
A strategy map is designed to clearly communicate a strategic plan. It is a clean, simple visual aid used to align every department or division for achieving high-level business goals. We implement the Balanced Scorecard to:
- Gives employees clear goals to keep in mind while working on measures.
- Helps employees identify key goals.
- Allows employees to better understand the strategic elements that need work.
- Enables employees to see how objectives affect one another.
We ensure all groups and departments align with the organisation’s strategy, and the Balanced Scorecard facilitates this process. With the Balanced Scorecard structure, we link critical objectives to the objectives of the organisation. Individual leaders can see how their measures roll up to the organisations measures, how projects link to organisation projects, and more. The Balanced Scorecard also provides the structure needed when large projects are shared across multiple functions.
The Balanced Scorecard allows individuals to align their goals across the organisation. The Balanced Scorecard allows all employees to connect what they’re doing to the betterment of the team and the organisation.
The Balanced Scorecard is predicated on reviewing your strategy on a regular basis. We conduct strategy review meetings on a monthly or quarterly basis, to ensure strategy is kept at the centre of your management reporting process.
Organisational Efficiency Management
Again, to introduce permanent measurable change within your organisation we will introduce new practises to ensure you compete on margin, not price. One such practise is Organisational Efficiency Management (OEM). The practice of OEM is to view time as a scarce resource that must be invested as effectively as financial resources.
Organisations that track organisational efficiency can measure not just the amount of time that managers spend on various tasks, but with whom they spend their time and even their level of engagement during meetings.
By bringing the same discipline to time budgets that they apply to capital budgets, organisations can curb time pressure on executives, lower costs and boost productivity.
Business Process Reengineering
One of the most common exercises after we complete the Discovery Workshop is to improve certain processes within the business. The process could either be limiting productivity or impacting client perceptions.
Business Process Reengineering involves the sweeping redesign of the core business processes to achieve dramatic improvements in productivity. In Business Process Reengineering, we review and challenge existing processes to deliver more value to your clients. Together we agree and adopt a new value system that places increased emphasis on client needs.
The following are some examples of the benefits of reengineering of a business process:
- an organisation can achieve radical changes in performance (as measured by cost, cycle time, service and quality).
boost competitiveness in the operations network through simpler, leaner and more productive processes.
- encourages the organisation to abandon conventional approaches to problem solving and to “think big” (revolutionary thinking).
- the slow, cautious process of incremental improvements leaves many organisations unprepared to compete against proactive and new competitors. Reengineering helps organisations make noticeable changes in the pace and quality of their response to client needs (i.e. break-through improvements).
- an organisation can be transformed from a rule driven and job centred organisation structure to a marketing organisation structure that focusses directly on the customer.
- often results in radically new organisational designs that can help organisation respond better to competitive pressures, increase market share and profitability and improve cycle times, cost ratios and quality (organisational renewal).
- major accomplishment of the reengineering effort is the change that occurs in the Corporate Culture and the basic principles by which functions operate. Workers at all levels are encouraged to make suggestions for improvement because management will act. Reengineering will eventually help the culture in the organisation to evolve from an insular one to one that accepts change and knows how to deal with it.
Reengineering has helped create more challenging and more rewarding jobs with broader responsibilities for employees (job redesign).
Leverage Exclusive Core Capability Strengths
Most executive know a Core Capability is know-how that enables a company to deliver unique value to clients. One of the key activities we complete is an audit of the organisations Core Capability to ensure it is captured and leveraged in the organisations strategy.
Therefore, understanding and leveraging Core Capabilities allows organisations to invest in the strengths that differentiate them from their competitors and set strategies that unify their entire organisation. It embodies an organisation’s collective learning, particularly of how to coordinate diverse production skills. Such a Core Capability creates sustainable competitive advantage for an organisation and helps it branch into a wide variety of related markets.
Core Capabilities also contribute substantially to the benefits an organisation’s products & services it offers clients. The litmus test for a Core Capability? It’s hard for competitors to copy or procure.
Lean Six Sigma & Theory of Constraints Productivity
Has your organisation attempted or partially adopted Lean Six Sigma (LSS)?
If not, you are missing out on one the most successful productivity applications in business today. The use of LSS is not a fad and will work across all organisations. It will deliver immediate change and benefits to your organisation.
If yes – are you now following a logical pathway for improvement? Or are your managers moving the organisation from one unfinished LSS improvement project to the next? Too often organisations have too many ongoing projects that drain valuable resources needed for the day-to-day issues facing them. A further trap is focusing projects on short-term cost reduction.
LSS offers powerful tools, but they need a method of focus. Unlike most LSS projects we combine the Theory of Constraints (TOC) to provide focus. TOC is the key to cutting much of the waste and risk out of customary LSS initiatives. TOC is a management model that views any manageable system as being limited in achieving its goals because of a few, one or two, key constraints-bottlenecks in the system. Constraints are defined as restriction(s) that inhibit the desired outcome.
We ask three basic questions when starting an organisation improvement process:
- What must improve?
- What will the improvement look like?
- How to cause the improvement to happen?
A well planned and thoughtful LSS integration will increase your productivity by improving quality, eliminating waste, reducing lead times and reducing total costs. The benefits include increased market share, lower costs, higher profits and happier clients.
Total Quality Management
We love retro and still offer the best aspects of Total Quality Management (TQM) when needed in a change plan because it’s a systematic approach to quality improvement that juxtaposes product and service specifications to client performance. TQM then aims to produce these specifications with zero defects. This creates a virtuous cycle of continuous improvement that boosts production, client satisfaction and profits.
We use Lean to assist in finding efficiencies and removing wasteful steps that don’t add value to the end service/product. To find the efficiencies, lean office/manufacturing adopts a client-value focus. Clients won’t pay for defects, lack of efficiency or waste.
Waste for our purposes is anything that doesn’t add value to the end service/product. There are eight categories of waste that we will focus on:
- Overproduction – Are you producing more than consumers demand?
- Waiting – How much lag time is there between production steps?
- Inventory (work in progress) – Are your supply levels and work in progress inventories too high?
- Transportation – Do you move materials efficiently?
- Over-processing – Do you work on the service/product too many times, or otherwise work inefficiently?
- Motion – Do people and equipment move between tasks efficiently?
- Defects – How much time do you spend finding and fixing production mistakes?
- Workforce – Do you use workers efficiently?
Performance Measures & Analytics
We assist in collecting and interpreting performance measures within your organisation chosen to be displayed on your dashboard. Our goal is to develop a set of useful and interconnecting capabilities that reveal, and maximise the use of performance measures applicable to your circumstances.
The process begins by determining the most appropriate performance metrics? Before we make that determination, we confirm their purpose is valid and contributes material value. Performance measures are intended to serve seven important functions or roles:
- Stimulate the right behaviours;
- Reinforce and support the overall goals and objectives of the organisation;
- Assess, evaluate and provide feedback as to the status of the people, processes, production, and the organisation;
- Be translatable to everyone within the organisation – that is, each operator, manager, fee earner, etc. must understand how their actions impact the metric;
- Inform everyone, not just the managers;
- Capable of trend and statistical analysis and, as such, not “yes or no” in terms of compliance; and
- The metric must also be challenging, stretching, but at the same time be attainable and supported.
It’s important to know what is best practice in your industry and whether you are tracking in tandem with your competitors or behind them.
Benchmarking is a process we adopt to ensure your organisation is inspired to innovate and move forward, we don’t want to waste time reinventing the wheel or repeating strategies that have failed for others. On the flip side it may be time for the organisation to abandon practices that just don’t work. Benchmarking improves performance by identifying and applying best practices carried out by direct competitors or businesses in other industries.
Managers compare the performance of their products/services or processes externally with competitors and market leaders. The objective of Benchmarking is to find examples of better performance and understand the processes and practices driving that performance. We then improve performance by tailoring and incorporating these best practices into your operations—not by imitating, but by innovating.
Moving forward on the new opportunities for the business after a benchmarking exercise can be met with resistance. The resistance usually comes from certain teams not open to change, or simply a matter of not knowing where to start – our support will ensure the right outcome is achieved.
Third Generation Outsourcing
Third Generation Outsourcing is a set of agreed steps, tactics and innovation applications to simplify complex processes to ensure an organisation can produce more of what clients want with predominantly the same overheads. It’s never simply a cost cutting, or employee reduction tactic.
The goal of Third Generation Outsourcing is to massively multiply the capability of each skilled employee to increase their daily output. The daily volume of production increases without the usual expansion in operating costs.
Therefore, more revenue, minus static operating costs, equals better margins and better profits. The fear of over/under capacity caused by seasonal business cycles can be removed and exploited. The organisation’s sales pipelines are never curtailed because of peak capacity in the production of products and services.
Examples of successful variances of Third Generation Outsourcing are used as disruptive strategies. With advanced outsourcing used in most major financial institutions, manufacturers, and elite professional services firms. The main goal is to simplify complex tasks – increase the transaction throughput of each skilled employee who produces high margin products or services.
If you are not applying outsourcing to your business now – you’re not too late. Many early adopters of outsourcing only took up the bare minimum of outsourcing to cover noncore activities, such as bookkeeping, HR, basic legal processes and IT support. Now, with Third Generation Outsourcing you will skip ahead with a revenue focussed model.
B2B Sales Performance
One of the biggest concerns for our clients, now delivering great productivity across their business is ‘they will have nothing to do after lunch’. With the introduction of measurable productivity and a new urgency to increase revenue, and new clients the sales process is where poor or average performance will be amplified if not able to fill the new production capacity.
We have been involved in countless initiatives directly related to clearing blockages in the sales process/team that are preventing selling effectiveness. Once impediments are cleared a productivity and methodology spot light is placed on sales process and sales performance.
We will either deliver an enhanced or new sales process to ensure a profitable mix of: – skills, sales productivity, real KPI, strategies, targets, buyer personas, metrics and accountability.
We often find the most important process in sales, that is speaking and interacting effectively with clients has been replaced with waiting for the online funnel and lead magnets to lead hordes of new clients to the business. Further, to try to understand why the expensive, ‘killer white paper’ is not working, too much real prospecting time is wasted on hyper CRM analysis and operational metrics. More of a concern, sales teams don’t report to the right executive e.g. they wrongly fall under the management purview of operations. To look for an edge, sales executives prefer to stare at CRM data & Google Analytics rather than make cold calls and client visits.
The status and visibility of offline prospect marketing are the best barometers of an organisation’s sales culture. The due diligence review of the organisation’s B2B Sales & Marketing efforts is the best approach to determine the effectiveness of the organisations sales and marketing performance. Too often organisations will prepare a marketing plan and then file it away – and just do what they did last year. Often the leadership of organisations will leave important tasks such as B2B Prospecting Sales & Marketing to junior employees in the sales teams or to third parties without tight oversight or monitored KPIs.
Client Service Program
A robust, well maintained Client Service Program ensures commitment and continuity of service to clients from the whole organisation. The Client Service Program is an effective measurable tactic when executing the organisation’s marketing and strategic plans.
Regular, procedural and measured client engagement activities ensure all within the organisation are familiar with the relevant client’s needs and concerns (in addition to CRM software). All employees will collaborate and ensure the concept of cross-selling is the norm and not an afterthought.
A Client Service Program also ensures measurable and visible accountability by all employees, as well as recognition for stellar cross-selling efforts and success. Client Service Program ensures constant collection of client feedback for close analyses and implementation of necessary change.
Implementing a referral program can optimise your business’ sales cycles, producing qualified prospects that will maximise your sales funnel. Leading to a better ROI than cold calling or generating brand-new leads from scratch, referral programs can drive your marketing efforts further.
Some of the benefits of a Client Service Program include:
- Reducing your sales budget by focusing on clients who are satisfied with your products and services;
- Increasing your sales cycle by generating leads within the scope of your satisfied clients;
- Quickly generating more satisfied clients, ensuring a continuous cycle of repeat clients and referrals.
- Improving sales revenue, offering a higher conversion rate than unqualified sales leads.
- Generate a better overall ROI from your marketing strategy.
- With a solid referral program in place, you’ll boost your marketing ROI and drive sales conversions.