"Research is to create new knowledge." Neil Armstrong
Organisations are made up of multiple, interconnected, complex systems and processes. Making changes in any one system is likely to cause unexpected implications to other systems and processes. Although we understand that organisations are complex, leaders will often naively look for quick fix solutions by making isolated changes without considering or expecting ramifications.
In Peter Senge's seminal work The Fifth Discipline (1990), the fifth discipline is systems thinking which is the process of understanding how processes influence one another within a whole. Additionally, systems thinking acknowledges that processes addressed or changed in isolation to the system will act differently than when treated within the system.
Nicholson Sheehan Consulting advocate undertaking research and analysis to understand complex matters that impact the business environment. Disruption, systems complexity and technology are only a few of the disruptions which unbalance organisation and deplete organisational performance.
We utilise empirical research and analysis techniques to determine evidence-based best practice solutions for our clients.
Our research and analysis techniques and technology are employed in NSC organisational high performance, strategic marketing and branding, and business planning consulting practices.
We utilise advanced analysis technologies including:
High Impact High Performance
Significant improvement in organisational performance achieved through high impact organisational change can be positively transformational. High performance is not any one thing, and it is not easy to accomplish. It requires a series of habitual actions to be implemented in a disciplined manner that produces high impact, and focused impacts that can drive major organisational transformation.
The NSC High-performance Operating Model consists of five components that create a high-performance environment:
A high performance environment will include advanced planning and implementation processes, enterprise-wide thinking, quality leadership practices which encourage high performance, and a focus on team and individual contribution which supports high performance.
Achievement of high performance evades most organisations due to a lack of discipline and valid methodologies and metrics. For enterprises willing to invest in the journey of high performance, significant organisational improvement can be achieved through high impact organisational transformation.
Nicholson Sheehan Consulting has a significant track record in supporting clients to create organisational high performance environments. So much so, we guarantee our work!
"If you don't know where you are going, you'll end up someplace
else." Yogi Berra
When you visualise your corporate performance system, does it make you nervous about the lack of achievement? Are your strategic plans piled on a shelf growing dust? Do your managers only refer to the strategic documents at reporting time?
Many organisation leaders share these and many other frustrations with corporate strategic and performance system that simply don't work. Strategy has only one purpose, to be implemented. If it is not implemented, it was only a dream. The critical failures of strategic performance systems are:
Have you heard of the saying "keep it simple", that is the magic formula. It does not matter what system you use as long as it is simple and the reporting system, the performance part of the system, is built into the strategy element of the system.
At NSC , we favour Balance Scorecard, originally designed by Kaplan and Norton. It is straight-forward, and performance reporting naturally flows out of the process. Although we favour Balanced Scorecard, we are not wedded to it. We have a range of comparable systems in which we are skilled.
Our consultants have successfully implemented strategic plans in a range of organisations including an international airline and an Asia Pacific hotel group. In both of these examples, the key to effective implementation and achievement of the strategic plan was sharing the objectives, initiatives, metrics and timeframes with the people who had to implement them.
Too many organisations treat the strategic plan as TOP SECRET and consequently there are too few people in the know to implement it. Moreover, the bulk of the organisation does not know the strategy exists and are consequently, unwittingly taking daily actions that impede the strategy implementation.
"Marketing without data is like driving with your eyes closed."
At Nicholson Sheehan Consulting, we have many years of experience designing and implementing tactical and strategic marketing programs. We have learned the hard way how inappropriate and ineffective traditional approaches to managing the marketing function, can be in the post-industrial world dominated by data, information and disruptive technology.
Marketing remains critically important to modern firms but in many organisations it has not kept pace with the changes in the business world. At NSC, we use statistical investigations, qualitative research, quantitative research and powerful analytical tools to ground our work with clients in the markets, market segments and industries in which they operate. We focus on how organisations generate, deliver and measure the impact of their services. We look for a consistent, evolving, narrow and deep focus on customers, their nature, needs and wants and their capacity to pay.
In modern economies, the driving force is the activity of service enterprises in both the private and public sectors. Services create most of the new jobs, both skilled and unskilled. We recognise that there are "pure" services such as professional services and services that contain tangible elements such as hotels, restaurants, medical care, and education. As a whole, services account for 70% of the Gross Domestic Product in many developed post-industrial countries. Marketing is not just a methodology.
More importantly, in NSC's opinion, marketing is a philosophy that permeates all aspects of a service or product-based enterprise. Marketing acts to direct a firm's resources and supports the connectivity within firms and between firms and available market segments.
The evolution of marketing as a philosophy and way of doing business has been affected by the acceleration of change that has been experienced in many industries. The increase in the pace of change reflects the reality that a broader transformation has been going on in these industries for decades and will continue well into the future. (Bower and Christensen, 1995) The internet being a case in point, where the most significant impact of change has been to enable the reconfiguration of existing industries and the introduction of new strategic marketing initiatives. (Porter, 2001)
Adopting marketing as a philosophy allows us to take the perspective of an industry's buyers and evaluate and re-evaluate buyers' best ways of dealing with the industry in question. Service offerings can then be adjusted to reflect the buyer's true underlying interests, not just their short-term willingness and ability to pay.