We offer various services, depending on the job at hand:
- Assessments (growth analysis, gap analysis, SWOT, culture, etc.).
- Consultancy (digitalization, business transformation, etc.).
- Venture design (design thinking, DevOps).
- Intervention teams (to instantly fill a capabilities gap).
- Coaching (of management and staff).
- Training (online, on-the-job, group/individual).
- Dashboards (growth/health-related KPI’s).
While we’re convinced horizontal collaboration is a prerequisite for Sustainable Business Growth, it is as important to target a sizable group of customers with the right products, at the right price, using the right channels, the right narratives, and the right service.
Selling without a good understanding of customer needs or having no intimate knowledge of what triggers a particular type of customer to buy, is like defining a business strategy without any consideration toward the firm’s purpose, values, beliefs, or goals.
Research shows that 80% of organizations fail to achieve their desired growth targets in terms of revenue and profitability. Why is that? Research by McKinsey revealed that the rate of success of business transformations drop to a mere 10% when companies do not have a holistic program. In both cases, one of the root causes of failure can be found in a lack of cross-functional collaboration.
Typically, when revenue or profit starts to tumble, few managers consider a lack of interdisciplinary collaboration as a root cause. Instead, most resort to quick fixes: cutting down on costs, getting rid of poor performers, incentivize salespeople, change target groups, change product features, change the marketing strategy, digitalize business processes, and so on.
But what if the problem is deeply woven into the fabric of the organization? Will these quick fixes do any good? Peter Drucker was right when by stated that: “Culture eats strategy for breakfast”.
Each silo is a subculture. With its own nomenclature, behavior, role models, and so on. If people from different silos perceive each other as competitors rather than colleagues, they tend to dig trenches and create barriers, hampering the free flow of information.
You may have noticed that marketers rarely have lunch with non-marketers, or with salespeople, or service agents. Ask yourself this question: If people from different silos are reluctant to share a meal with each other, are they likely to share information?