Our framework at work
This is our main tool to guide our services but not the only one since there’s no one-size-fits-all framework, methodology, model, or theory.
We can be called to enter into any of these phases or just in one of them according to the particular needs of each company or project, either by ourselves or inside a partnership.
– And listen is for free!
§1- The first thing we do is to listen to our clients, to understand their Goals and the reasons that move them. We also want to hear about the vision and the thoughts originating them, and how they are foreseen as an improvement for the organization.
§4 – There’s no new project without risks. From external to internal ones, we better be prepared and have contingency plans in place. It’s the what if … phase.
§6 – It’s during the implementation plan that new challenges, mainly internal, become visible, like cross-departmental issues that need to be addressed. Its time to review processes and the flow of information based on a value creation wheel.
§2 – With this in mind, we start to evaluate the feasibility of the project and the Client Value Proposition of the new product or service. If it makes sense, we start to draft a financial analysis to understand the cost of opportunity.
§3- With the feasibility analysis showing some positive results, its time to look at the destination markets, competition, barriers to enter, resources and other external aspects that can jeopardise the project.
§5 – Now much of the external analysis is done as well as the impacts they have internally. Most of the relevant information is in place, including a thorough financial P&L analysis. It’s time to design the implementation plan.
§7 – Since no department is an island, we need to look at the overall impact on the organization and on each department, to integrate, adapt, adjust and evolve the processes so everything can run smoothly.
§8 – Fine tuning is a critical moment for the organization and the success of the project. All inputs are important, top-bottom as well as bottom-up since there are no good processes without people performing them. It’s one of the moments to bring all the team on-board again.
§9 – Finally, the project is done and we can exit. Eventually, there is some intervention needed in the nearby future, to reevaluate the operations, the processes, and the market reception to the new product or service. We usually share some tools and insights so the organization can be fully independent and ready to adapt to whatever new circumstances may happen.