|
|
Our Enabling
Approach |
Typical
Consulting Approach |
|
Cost* |
Relatively modest one-time
fees. Usually just a few percent of the
typical approach. |
Significant initial consulting
fees. Significant ongoing project costs. |
|
Timing of profit impact |
Immediate (days to a few months) |
Near term (months) to longer term
(quarters) |
|
Cash return on consulting
investment |
A few weeks to a couple of months
to cash flow break-even. |
A few months to several quarters -
sometimes much longer |
|
Near term cultural impact |
Employees experience this as a
positive approach as they are given some
control, influence, and responsibility over
their futures (as determined by corporate
profits). |
This may be seen as a negative
approach as outsiders dictate what is to
happen. Employees are out of control and usually
in the dark. |
|
Long term cultural impact |
Employees know they are part of
the solution. Morale improves.
Employees work in a cost-effective manner. |
Employees may worry that they are
part of the problem. Morale may
deteriorate. Employees look out for
themselves. |
|
Collateral benefits |
Employees learn and practice
cost-effective thinking. Profits improve
even outside of specific improvement projects. |
Limited |
|
Long term profit impact |
New projects and annual goals keep
profits improving. Momentum builds. |
Impact from initial projects fades
over time. Nothing to keep up the
momentum. |
|
Interaction with revenue |
The Profit Improvement Process is
as much about revenue growth as it is about cutting
costs and losses. |
Essentially all focus on cutting
losses and costs - sometimes without due respect
for the negative impact on revenue. |