When Cisco Systems needed to improve alignment of its core business functions they turned to us to advise their CFO and COO to plan, design and implement cross-functional operations to improve efficiency, productivity and profitability.
For over 30 years, ConvergencyPartners has been supporting companies just like yours, helping them find their way out of challenging circumstances. Situations like poor execution, arrested innovation, issues with governance and the like. Most often, what we encounter is some combination of these - making the solution far more difficult to see.
Because it’s never just one thing.
Management team's focus on short vs. long-term priorities is out of balance
Necessary cross-boundary work does not happen naturally or as often as it should to create the best performance outcomes.
Leadership interactions are too centralized across too few execs and managers.
Lack of trust and fluid relationships is hindering or hurting organizational performance.
No standard and effective means for the leadership team to confront and manage conflict.
Little or no standards on how the leadership team makes decisions or has clear accountability, and consequences, for non-compliance.
The leadership team is not showing the right mix of capabilities, management styles and chemistry to effectively lead the organization and grow the business.
Performance issues related to the organization's ability to sense, adapt and respond to marketplace shifts.
The organization has difficulty adapting and assimilating to the rate of change, complexity in the environment, the relationships with key constituents and the regulatory environment. Leads to growth stalls, slow decision-making, and decisions made far away from the customer and where the business happens. Losing competitive edge.
Not making quality decisions quick enough to matchthe demands of the market and predict future performance.
Difficulty seeing the entire picture, demands from the environment require many disciplines and points of view be consolidated quickly, reliably and accurately for managers to make good on the spot decisions.
Needs (and changing needs) of the customer are not well understood and digested so that products struggle to remain on the cutting edge in meeting customer needs and the business continues to be viable and competitive.
Individual, functional and team roles and work process to not facilitate the best, most efficient and effective performance.
Lack of disciplined clear business rhythm, pace, calendar and organization wide decision making and conflict management.
The strategic intent and customer value proposition are misaligned with how the organization is going to market and delivering value. The basis of competition has shifted or is unclear.
Lacking natural, effective and efficient alignment on goals, outcomes and collaboration.
Diminishing or lack of skills, capabilities, talent and business process to deliver the product and services of the company efficiently, effectively and with ease.
The premise, or theory of the business upon which the business was founded or operating and not kept up with the complexity and dynamics of the current and future market.
Perpetuating market gaps where strategy is principally about creating a document or following a planning calendar and where strategic leadership is delegated to the few rather than the responsibility of the many.
Making and taking time for the future is hard, mainly because most people are glued to the present.
Are stuck in a memory loop whereby they can only predict the future based on a reflection of the past.
The inability to neutralize two common and often present dynamics; the “negative fallacy” (where one sees the future as merely aslight variation on yesterday’s news) and “present bias” (the tendency toovervalue the present and undervalue the future) and continue to build strategic muscle and capability.
Lack of fresh perspectives on the market, business and culture creates a situation where winners can easily become losers.
Inability for the business to find and systematize untapped profit opportunities.
Poor quantification and solution-ing of performance gaps, the shortfall between current business results and those that were expected, and the opportunity gaps, the discrepancy between current business results and that which can be achieved in the marketplace.
The misguided belief that strategy, in all its power is owned by the few and/or by those who are in explicit strategy creation roles.
Not understanding that changes to strategy nearly always require changes in organizational capability. New tasks must bedefined, new skills built, and often a new culture must be nurtured. Inattention to organizational capabilities will almost ensure that a promising strategy delivers disappointing results.
Lack of standards inproblem identification where the relationship between the problem, what’s causing the problem and related areas of impact is fully recognized and effectively addressed.
Lack of parallel planning and management. Strategic leadership demands that execs be able to compete in exciting core businesses where cost management and incremental improvement may be key. At the same time, they must simultaneously enter new emerging growth domains where radical innovation and in-market experimentation is needed.
Poor adaptation by management team to meet a changing business environment. Weakness in: leading theirsenior team in the exploration and resolution of strategic issues and opportunities, commissioning projects to gain new insights and set new directions, clearly articulating the performance or opportunity gap to drive change, ascertaining and communicating the strategic significance of market and technology change, clearly articulating business strategy so that all individuals understand the strategic game plan and their role, and building in the capability and flexibility required for the business to self adjust to moderate change.
You’re not alone in your challenges. Many of our clients have been overwhelmed by what they see as excessive and unnecessary complexity in their organizations. This can generate only one result, and that is an inability to lead effectively.
That’s why they call on us. We can help.
What is it like to work with ConvergencyPartners?
We know that each company seems unique, as do the challenges they face. But, regardless of your corporate situation, we’ve seen it before. Countless executives have turned to us to find their way through the mazes of overhauling their business processes, accelerating growth, kick starting blocked innovation, overcoming leadership challenges and managing conflict. [read more]
Putting Our Heads Together
Our methods are inclusive. We listen and we hear. We ask relevant, timely, critical questions. And then together we consider what’s at the heart of your firm and how to fine-tune for success. [read more]
ConvergencyPartners • 225 2nd Street South, Suite D2 • Kirkland WA 98033 • (425) 283-2747 • email@example.com
225 2nd Street South
Kirkland WA 98033
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