Unified Commercial Engines
How we work with you
Increasing customer demands. The relentless pace of social and environmental change and technological innovation. Disruptive business models. Changing labour markets. It's no longer sufficient to simply 'align sales and marketing' functions. Rapidly evolving customer needs and increasing stakeholder demands require a radical reappraisal of how value is created and the organisation required to take effectively to market.
In this post-digital age business leaders are now asking if existing front-end 'functional' operations and organisational structures are viable, even desirable. Evidence would suggest that the answer is 'probably not'. New, unified operations may be needed to deliver the seamless experiences customers expect. Some organisations have the opportunity to build these new operations from scratch, for others it means more substantive change.
Either way, it requires new thinking and different approaches to systematically build and unify critical disciplines and the commercial operations that deliver sustainable differential advantage.
We help our clients to deliver growth and modular change by improving critical disciplines, building new capability, transferring knowledge and unifying commercial operations.
Who we work with
We work with leadership teams and practitioners in FTSE 250 and Fortune 500 companies, progressive SME's, Private Equity and Venture Capital backed businesses to build differential advantage, drive revenue, optimise costs, increase margin and cash flow, increase intangible asset intellectual capital and accelerate growth.
Our six key operating principles that drive everything we do.
1. Focus on future customer value and commercial outcomes
The combined challenge of delivering meaningful outcomes for customers while innovating and building sustainable differential advantage.
3. Drive systematic, evidence based, modular change
Change only happens when people believe in it, where they can see and understand the outcomes and the path to get there.
2. Encourage progressive leadership and disruptive talent
Ideas and ingenuity are sources of differential advantage but it takes progressive leadership and encouragement to realise their value.
4. Combine innovative thinking and superior execution
It's not about strategy or tactics, it's about 'always on', clear, creative thinking and targeted, aligned efficient and effective execution at scale.
5. Build collaborative, adaptive learning cultures
Our goal is to create healthy commercial operations with transparent, open self-sustaining learning cultures that continue to thrive long after we are gone.
6. Eliminate waste and release trapped value
Too much resource is wasted in inefficient, ineffective functional silos, it does not need to be that way, there are alternatives that can deliver far more value.
How we lead
With an average of 30 years international leadership experience in a range of industries and disciplines our leadership are well equipped to meet the complex post-digital operational and commercial challenges business face today. We believe that it is our 'rich mix' of skills and experiences that help overcome the significant challenges that our clients face. We work with our clients to transfer these skills into their organisations and build confidence and capability to execute at scale. We care deeply about what we do, how we work and the relationships we build with our clients. We believe in their success and realising the opportunities they want to create.
Powered by evidence, led by people
Our work is based on quantifiable evidence and fact. We invest in rigorous approaches to understand the economic context, market dynamics, commercial opportunities and operating models that can drive differential advantage, revenue, margin and capital value. We work with industry leaders, influencers and academics to understand and map the significant challenges that organisations face in re-shaping commercial operations. We also recognise that organisational change and transformation is principally about people, how they embrace and adapt to change, what they believe in, and the pace or cadence of change that any organisation can absorb. It is evidence, systems and people that guide our innovation and management practices.