Strategy - Typical Engagement

<Introduction>  <Definition>  <Strategic Review Process>

There is actually no "typical"  engagement, but the following steps most often apply to our work as it depicted in the flow diagram:

1. Define the problem. Meet with the CEO or client team to clearly articulate the challenge they are facing and come to a mutually agreed goal.
2. Break the problem down. The team breaks the problem into manageable pieces, assigns responsibilities, and creates work plans to prove or disprove the perceptions and scope of the issues.
3. Understand the client’s business. Consultants and team members structured interviews of client team members to better understand how the business and industry work, define specific problems and identify data sources. Team members also access our global network to get industry or functional expertise.
4. Gather and analyze data. Develop models, analyze results, and refine problem statements. The team will also make recommendations on which parts of the client’s problem will be addressed as rapidly as possible. This is an intensive stage of data gathering and analysis and we work closely with internal resources to deliver insights quickly.
5. Work with the client team. We share early findings on a regular basis, engage in brainstorm sessions, and problem solving with client team members. This builds the competence of the organisations members and this capability building is used when the assignment moves from analysis to implementation. This helps lay the groundwork for acceptance and effective implementation of recommendations. It also helps develop the trust necessary to act as coaches.
6. Make recommendations. Evaluate possible solutions and determine recommendations; present results and recommendations to client leadership.
7. Help implement recommendations. Depending on the type of engagement, the team can also help in implementation of anything from sales stimulation to pricing changes to manufacturing plant productivity improvements.

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