You already know the issues and have a good idea of what needs to be fixed. There is limited value in studying and re-studying the problems. GSD isn't interested in conducting more studies. Let GSD help you turn your opportunities into actionable plans that drive meaningful near-term value.
Transformational change is not easy. Having a partner with extensive experience managing large transformation initiatives from strategy through execution will save you time and money, avoid key pitfalls, and ultimately accelerate the value capture that you are looking for. GSD is that partner.
A successful transformation starts with a great plan. Our name aligns two principles that are critical for a sustainable program:
1. Great Strategic Design – Creating an executable vision and strategy that is compelling to the business.
2. Having a plan that will ensure value is achieved with speed – Getting Stuff Done.
Most transformation projects die on the vine before value is realized. GSD's business transformation consulting expertise will help you quickly bridge strategy to execution, driving the level of value capture that ensures program sustainability.
While GSD has the experience and capabilities to help you with your transformation initiatives from strategy initiation through implementation, that is not what we believe is in your best interest.
Why not?
Most transformation initiatives, and certainly those of a large-scale, fail due to lack of a good plan, adequate internal resolve and capabilities, and the inability to execute changes that are too large.
A traditional project begins with a consultant (implementation partner) selection process. This typically happens prior to the client adequately understanding scope, strategy and success criteria. For large projects, the consultant proposal process and final down-select takes weeks, and sometimes months, with the consultants often going through multiple re-writes trying to ‘guess’ what they think the client wants to see.
Through this back and forth, clarity of objectives certainly improves, but often times a firm is selected based more on the relationships developed during the process versus a firm's capabilities, plan or approach.
Because scope, objectives and desired outcomes are still unclear, the selected consultant begins work by conducting a large interview/survey effort to “hear what the business wants”. The result is a large list of problems that consultant heavy project teams are then formed around.
These projects, which are frequently understaffed by the business, are allowed to start with the hope of making some progress until enough internal priority is put to the initiative. The result is that projects are often slow and, if they deliver, they often underperform expectations of the business owners. The business/process owners begin to openly push back, patience runs thin, and the initiative is shut down or even worse, restarted.
GSD does not believe that we have all the answers. We understand that transformation projects are difficult and that there certainly will be challenges. But we do believe that exceptional planning and establishing early momentum is critical in positioning your project for success.
By working with GSD during project initiation/start-up (sometimes called phase 0) prior to engaging a more traditional consultant, you can quickly, and cost effectively establish a solid strategy and plan; and create the right level of internal understanding and resolve that will guide the duration of the program.
In our approach, the Program Sponsors will:
Once you have appropriate internal resolve and your initial program leadership established, Ken will work with you to bring in an implementation partner for post startup phases. Ken will use his years of experience working with various types of providers to help make sure you have the right team to help execute the plan; significantly reducing the time and cost of a vendor selection process.
Part of the agreement/requirement with the selected firm is that they will execute the defined plan without undue revisiting. Ken will work with the selected firm to be included in future gate reviews to help coach and course correct as necessary. Through this engagement, Ken will continue to advocate for you and help ensure the execution of the plan meets expectations.
Very few executives have the operational depth of true Finance Transformation Consulting and Business Transformation Consulting experience that GSD offers.
GSD will provide you full-startup consulting capability with a single resource.
No need to start from scratch. GSD will define a plan that will create value quickly.
A company gets stronger as each function improves. GSD has experience helping numerous functions drive towards excellence.
Most companies have a natural resistance towards organization change. GSD has leveraged a SDM framework to help make the decisions 'less personal' to help improve speed of change.
What do you address first, a bad process or a bad system? GSD has resolved that question numerous times. We can help you sequence the right plan.
Ken Fuegmann is a recently retired senior executive from the Boeing Company. He started GSD to offer a different kind of consulting experience.
During his time at Boeing, Ken led several large-scale transformation initiatives both at the business unit and enterprise levels. Ken was called upon to solve complex, global issues that typically required a combination of Process, Organization, and Technology changes.
For more than 30 years, Ken worked with Boeing's most senior leaders to simplify and optimize environments that grew overly complex from both organic (mergers / org / leader) and in-organic (acquisitions) changes. During this time, Ken held progressive leadership positions in several areas of the company, including Finance, Information Technology and Analytics, and Program Management.
Ken ended his career at Boeing as the CFO for Boeing's Digital Enterprise Program. This initiative was chartered to define, design, and implement Boeing’s technologies of the future. This was an EXCO sponsored program, which included all business units, functions, and locations across the enterprise. Ken's responsibilities included overall financial management and executive program leadership.
Ken is known as a leading practice expert in large-scale transformation program management and is often called upon for external benchmarking and industry collaborations.
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