My philosophy at Genggwaa is to find simple yet effective ways of doing business better.
Behind the scenes, there may be very complex systems and relationships. However, people need simplicity if they are to communicate effectively with each other and get work done correctly.
I have twenty years experience in business. Sometimes successful. Often not.
And I have worked with many companies, ranging from the one-man professional to small startups to SMEs to large multinational and multilingual corporations, both government and private, in UK & Europe, South Africa, Israel and SE Asia. I've been an employee, a technical expert, a consultant and an entrepreneur.
I haven't seen it all. But I'm constantly learning and experiencing new ways of doing business. I do therefore have a feel for what will work and what won't work.
My greatest contribution is to bring a fresh, different perspective on your business, based on my varied experience of how other companies operate - successfully or otherwise.
You probably already have great ideas and plans about improving your company and expanding your markets. But it takes an outsider to help crystalize your view of what needs to be done.
Instead of focusing on cost-cutting, I think profitability and sustainability should take precedence. You may increase profits by cutting costs, but you can also do so by investing in long term growth. Minimizing wastage and inefficiencies is important. However, focusing on increasing revenue and on making products/services more profitable is better.
You can either save $1m by cutting costs and reducing staff - but this might result in a reduced turnover in years to come, often canceling the earlier cost savings. Or you can spend $100K on improving your marketing or products & services; and make $2m extra profit as a result.
I do not offer traditional consultancy, where your company is audited and recommendations made. I learn about your company from the perspectives of your staff and customers; and then I facilitate sessions with senior executives where you brainstorm creative alternatives - using the Six Thinking Hats framework - and devise your own solutions.
You don't necessarily need outside experts to tell you what you should do. You already have all the experts you need in your company. Your existing staff. And your customers. They will often tell you all you need to know. But it often takes a detached outsider to ask the right questions.
As for training, your business is only as good as the people who work in it. Customers' loyalty is predominantly a function of how well they are treated. (70% of customers who take their business elsewhere cite poor service.)
Your profitability depends only to a small degree on cost efficiencies. The bulk of a successful company's profits depends on reliability (i.e. getting the job done right) and customer service.
A satisfied customer remains loyal, buys more and becomes a valuable diplomat (resulting in more customers). Even if you make mistakes, so long as you keep the customer informed in time and rectify problems to your customer's satisfaction, you will retain - sometimes even enhance - customer loyalty.
In order to achieve this, you need happy, motivated, confident and capable staff. Your managers need to learn how to manage (namely: "achieve work through others"). This involves acting as a leader, coach and mentor to his/her subordinates.
I therefore focus on the kind of training that will benefit your business in a direct way, focusing on business effectiveness rather than merely on efficiencies.
The 80/20 rule is a powerful principle. I focus on the 20% effort that yields 80% improvement.
Improvement in the following areas leads to better business:
Another area involves business systems and IT. Most established companies usually have this well in hand, and so I don't get much involved with this anymore.