If I could suggest a course of action for managing your consulting engagements, it would be this:
- Put all truly corporate initiatives under a common executive committee so that scopes can be managed and trade-offs can be more easily assessed
- Combine and prune initiatives as a means of simplifying the messages and focusing the efforts on key strategic objectives
- Grade initiatives for their ability to impact the critical corporate standards
Then you might consider side-railing any initiative that does not yield 50% or more of its benefit within 12 months and does not turn cash flow positive within 15 months.
If the light is not visible at the end of the tunnel, you may not be in a tunnel at all.
Our approach to management consulting can be found here.
*** Join our new discussion forum on LinkedIn.
Print this post