Edgeview’s New Foundations Pricing
Options for every business for the perfect suite of services to help their business grow.
We will apply a combination of some or all the improvement tools and processes described briefly below.
The combination of services we apply to our client’s engagement is based on the client’s Discovery Workshop and detailed Road Map results.
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.
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 now, and what must change.
Based on the Discovery Workshop’s report, Road Map and the leadership team’s aspirations, we focus on corporate culture, new work practices, productivity practices & tools, new sales processes, business strategy and tactics to achieve the desired outcomes.
We have briefly listed the main applications and tools below that 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 on a series of improvement milestones to deliver the required opportunities for change.
“Perceptive, smart and always up to date with my strategic portfolio. With Edgeview we get the correct answers, not the answers we hoped to hear”
The Discovery Workshop
Margin growth is the dominant focus of our work. To discover and confirm your business’s strengths and opportunities, we conduct the Discovery Workshop (Workshop). When engaged, we conduct the Workshop over an agreed timeframe (usually three days to minimise disruption).
Our primary goal is to analyse the effectiveness of: – corporate culture, strategy, execution, performance management and sales performance.
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 Workshop, we publish a detailed written report (Report) that identifies the strengths and weaknesses of the organisation. We also tender a detailed ‘road map’ that explains 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 of the following key pillars:
- Corporate Culture,
- Performance Management; and
- Sales Performance.
Edgeview’s Online Project Management Portal
The cloud-based application delivers a visual presentation of all work we complete together – for example, the execution of each road map’s milestones. You will have prompt and informed progress reports in a visual dashboard, ensuring you can monitor our efforts. And the progress of each phase, the milestones, relevant work tasks, and 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. It explicitly links the business’s objectives to the actions and resources required to achieve them. Strategic Planning provides a systematic process to ask and answer the most critical questions confronting the management team, e.g. significant, irrevocable resource commitment decisions.
Planning starts by examining the fundamental job that you engage us to complete. We help you design and implement a set of improved/new offerings and programs to meet or exceed 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 latest 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 expectation of adopting formal Change Management is to develop a Change Management Framework to control the installation of new processes. Moreover, to improve the success of realising 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 and generating a repeatable model for ensuring continued success in future change efforts.
Powerful, well-planned Change Management assists the organisation’s leadership in helping people succeed. And recognise where and when trouble is likely to occur, and lay 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 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, hands-on process seeks to ensure your project(s) are completed on time and within 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 completing the most essential tasks in the project plan as quickly as possible and delivering the completed project promptly.
CCPM ensures the organisation can identify and manage the project, create a project plan, define and allocate resources, and manage the project development. And identify risks, manage risks, and understand the project procurement process.
Working Towards a Culture of Accountability
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.’
Most executives know their organisation’s culture is critically important because it impacts the bottom line. Therefore, the organisation’s culture must change, adapt, and grow from time to time. Culture must be organic to ensure the internal environment remains effective and anticipates rather than adapts to changes in the external environment.
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 focus on results.
The organisation will thrive when all employees are focused on its strategy and tactics, knowing they are personally accountable for achieving the targeted results.
Employee Engagement Analysis & Improvement
Current research confirms that actively engaged employees are the most productive yet few in the organisation. We use targeted engagement questionnaires, training, and engagement improvement sessions to measure and improve employee engagement.
We do this because, as described by the Gallop Organisation, there are three types of employee engagement:
- actively engaged;
- not engaged; and
- those who let your clients know they are not engaged.
Intellectually and emotionally engaged employees help nurture and create satisfied, loyal clients and improve 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.
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.
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 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 seek to massively improve your productivity, an environment for employees to exceed budgets, identify and suggest effective change and be inspired to innovate and drive new value.
Too often organisations provide a star employee with a pay raise for an excellent end of year result. However, this is not sustainable 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 discretionary financial bonus scheme for employees in addition to their base pay.
The scheme would provide a one-off financial bonus collectively or individually, providing the examples below:
- exceeding revenue targets per the organisation’s 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.
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 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 for success in today’s complex and dynamic marketplace.
Best practice it to adopt more relational, collaborative, and consultative models for leading and influencing. We build a coaching culture that encourages organisational learning and adaptability. Leadership Coaching is the best way to help individuals 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 necessary when changing frames.
Change Management initiatives are more successful when employees are open to thinking differently and can visualise an improved end state. Our goal is to ensure the need for change is a joint decision.
We use the techniques of Executive Coaching to facilitative one-to-one, mutually designed relationship building between Edgeview and a key contributor. We use the occasion to build teamwork to execute the change initiatives.
The coaching is conducted for the benefit of a coachee accountable for highly complex decisions that will broadly impact the organisation. The focus of coaching is usually on organisational performance or development. Still, it may also serve as a personal component as well.
Organisation Design Review
After completing 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 organisation’s ineffective hierarchy and cumbersome bureaucracy.
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 clients’ needs or the leadership team. Or slow reactions to environmental shifts, tolerance of poor workflows/quality, cumbersome processes, missing or underutilised skills or resources, unclear roles, excessive conflict, and lack of coordination.
Management Work Design
Because we want to ensure our work adds value and remains intact, we add additional layers to the control element of leadership for our clients.
Management Work Design is an extension of our implementation of Lean Six Sigma or Theory of Constraints. On most occasions, we change the role and duties of managers. Because as they become more effective, the growth and scalability of the business demand 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 manage the activities of employees physically and routinely is replaced by better processes, policies & procedures, and guidelines. Managers will be required to review, develop, analyse, and interpret KPI resulting from measured processes and policy compliance.
Managers will focus on process efficiency and productivity. 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 regularly, e.g. monthly.
The Balanced Scorecard aligns business activities to the vision and strategy with 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 various 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 manner. It helps keep your goals focused, use specific measurements to track progress, and follow initiatives to track actions.
The Balanced Scorecard is predicated on reviewing your strategy regularly. We conduct strategy review meetings monthly or quarterly to ensure the strategy is kept at the centre of your management reporting process.
Business Process Re-engineering
One of the most common exercises after completing the Discovery Workshop is to improve targeted processes within the business. The offending process(s) could either be limiting productivity and margin or impacting client perceptions.
Business Process Reengineering involves the sweeping redesign of the core business processes to achieve dramatic productivity improvements. We review and challenge existing processes to deliver more value to your clients. Together we agree and adopt a new value system that emphasises client needs more.
The following are some examples of the benefits of re-engineering 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 problem-solving approaches and “think big” (revolutionary thinking).
- The slow, cautious process of incremental improvements leaves many organisations unprepared to compete against proactive and new competitors. Re-engineering helps organisations make noticeable changes in the pace and quality of their response to client needs (i.e. Breakthrough improvements).
- An organisation can be transformed from a rule-driven and job-centred organisation structure to a marketing organisation that focuses directly on the customer.
- Often results in radically new organisational designs that can help the organisation respond better to competitive pressures, increase market share and profitability, and improve cycle times, cost ratios and quality (organisational renewal).
- A significant accomplishment of the reengineering effort is the change in corporate culture and the basic principles of client-facing and back-office functions. Workers at all levels are encouraged to make suggestions for improvement because management will act.
Leverage Exclusive Core Capability Strengths
Most executives know a Core Capability is knowledge that enables a company to deliver unique value to clients. One of the critical activities we complete is an audit of the organisation’s Core Capability to ensure it is captured and leveraged in the organisation’s 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 a sustainable competitive advantage for an organisation and helps it branch into various related markets.
Core Capabilities also contribute 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 – Not Just for Manufacturing
Has your organisation attempted or partially adopted Lean Six Sigma (LSS)?
If not, you are missing one of the most successful productivity applications in business today. 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.
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 critical constraints-bottlenecks. Constraints are defined as a 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 concept of lean was developed for production environments, but with a few alterations, it also applies to services.
One of the main elements of Lean is that using resources for goals other than creating value for the customer is a waste, and such wastes must be eliminated.
Therefore, our goal is to maximize value while minimizing waste.
Some examples of service wastes are listed below:
- Delay – customers waiting for a service to be conducted;
- Duplication – having to re-enter data, repeat details on forms, copy information across, or answer queries from several sources within the same organisation;
- Unnecessary Movement – having to get in line several times, lack of a one-stop service encounter, etc.;
- Unclear Communication – wastes of seeking clarification, confusion over product or service use, wasting time finding a location that may result in misuse or duplication;
- Incorrect inventory – being out-of-stock, unable to get exactly what was required, substitute products or services, or not having the right provider available;
- Opportunity lost to retain or win customers – failure to establish rapport, ignoring customers, unfriendliness, and rudeness; and
- Errors in the service transaction – product defects in the product-service bundle, lost or damaged goods.
The benefits of applying lean 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.
As mentioned in our discussion of Lean Six Sigma, waste is anything that doesn’t add value to the end service/product. There are eight categories of waste with a product focus
- 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 making that determination, we confirm their purpose is valid and contributes material value. Performance measures are intended to serve seven essential 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” regarding compliance; and
- The metric must also be challenging and stretching, but at the same time be attainable and supported.
It’s important to know what best practice in your industry is 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 from direct competitors or businesses in other industries.
Managers compare the performance of their products/services or processes externally with competitors and market leaders. Benchmarking aims 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 who are 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 innovative applications to simplify complex processes to ensure an organisation can produce more of what clients want with mostly 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.
Third Generation Outsourcing can start the implementation of an innovative, disruptive strategy. The main goal is to simplify complex tasks – increase the transaction throughput of each skilled employee who can then produce more 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 focused model.
One of the biggest concerns for our clients, who are now delivering better productivity across their business is how do they take advantage of their new excess capacity?
With the introduction of measurable productivity, a new urgency to increase revenue, and the need to rapidly add new clients, the problems in a defective sales process will be amplified if it cannot 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.
As well as wasting the money spent on marketing because they ignored leads, did not follow up or were not motivated to close a sale.
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 in person or on the phone has been replaced with waiting for the online funnel and lead magnets to magically close the sale.
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 organisation’s 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.
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, you’ll boost your marketing ROI and drive sales conversions.