Newport consulting firm calling card 2011 v1 (print)
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Transcript of Newport consulting firm calling card 2011 v1 (print)
This document is confidential and is intended solely for the use and information of the client to whom it is addressed.
Newport Consulting GroupOur Services and Value Proposition
January 2011
FOR DISCUSSION
Firm Calling Card 1
Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card 2
About Our Firm
Newport Consulting Group is an independent consulting firm founded in 1995 and managed by several leading directors from DMR Consulting Group and strategy firm Booz & Company
Our clients enjoy working with our experienced professionals who deliver large firm capabilitiesin the context of a boutique firm culture
We function as top-end, high-touch advisorsto our clients, unencumbered by large overhead cost models or downstream deployment agendas
Firm Calling Card 3
Our ClientsNewport Consulting has worked over the years with many leading and progressive commercial, public sector, and not for profit and charity organizations, in partnership and direct engagement formats.
Commercial Public Sector Not for Profit and Charity
Services and Software
Firm Calling Card 4
Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card 5
Our Practice AreasOur “SORT” practice model allows our clients to benefit from a broad, holistic perspective on key business challenges, while focusing deep experience in one or more critical areas.
Strategy
Operations
Risk &Program Management
Technology
What KPIs govern my initiatives, how do I know when they are “out of bounds”? What governance model do I need?
How do I create a culture of sustainability? How do I leverage disruptive innovations for marketplace
gains, creating an investment portfolio of new ideas?
How do I fit my organization to improve existing or introduce new operating models?
How do I structure the functions, people, and resources in my organization to drive strategic initiatives?
How do I enable change in the organization?
What approaches do I use to structure and prioritize initiatives inside my organization?
How do I manage and mitigate risk across my business operations?
How do I drive maximum value from my portfolio of initiatives?
Based on my operations and existing technology investments to date, how do I select and implement the best technology solutions to support my business?
How do I manage that process from planning to go live?
Firm Calling Card 6
Our ServicesWe maintain expertise in strategy formulation and execution with several key focused service areas where our experience can be leveraged to create high-value, low impact outcomes in the organization
Strategy Formulation and Execution
CorporateSustainability
EnterprisePerformanceManagement
PathwayInnovation
GovernanceRisk and
Compliance
ProgramDesign andOversight
Firm Calling Card 7
Corporate SustainabilitySustainability has Three Pillars — we find that while there may be an immediate focus on one key area of triple bottom line reporting, attention must be given to how reporting and decision-making occurs. This increases value drivers, reduces redundancy, improves operations, and manages costs.
Source: Various partner sources as modified by Newport Consulting Group.
We focus on creating sustainability programs based on strategic objectives that are feasible (possible), viable (achievable given resources), and material (important to the organization) while leveraging a partner ecosystem of tools, methods, approaches, and industry position.
Economic Environmental Social
Triple Bottom-line Scorecard
Sustainable Procurement Practices
BuyRecycled
Energy Efficiency “Do no harm”Reduce
Toxins Buy Local
1 2 3 4 5
Development of sustainability programs … with world-class sustainability partners.
Firm Calling Card 8
Enterprise Performance ManagementA closed-loop Enterprise Performance Management (EPM) model enables the development, alignment, and execution of strategy and operational excellence. We consider a life-cycle approach.
Six Stages of Enterprise Performance
Develop the Strategy – this involves applying tools, processes, and concepts, such as mission, vision, and value statements
Translate the Strategy – facilitate the strategy via maps, balanced scorecards, cascade targets
Align the Organization – both the business units and shared services units to the corporate strategy and the business processes
Plan Operations – translate the strategic objectives into rolling forecasts, activity-based costing, resource and capacity planning, dynamic budgeting
Monitor and Learn –managers continually review internal operational data and external data on competitors and the business environment
Test and Adapt – updating it when they learn that the assumptions underlying it are obsolete or faulty, initiate another loop around the system
Operations
Strategy
Reporting and monitoring
Productionand planning
Firm Calling Card 9
Pathway InnovationOur Pathway Innovation program is based on five years of research focused on investment driven portfolios, gate-driven processes, institutionalizing innovative behaviors, and benefit realization.
Pathway Innovation
Investment Driven Portfolio Gate Driven Processes
Institutionalizing Innovative Behaviors Benefit Realization
Innovation through financial enablement– Economic portfolio approach– “Interesting ideas” quickly
discarded– Returns quantified
Structure review process– Phases and gates known– Promotes solid idea candidates– Challenges “holistic” and
downstream thinking which may be lacking
Enabling innovation confidence– Identifying possible barriers– Addressing through
organizational change efforts– Support and encouragement of
risk-taking
Future outcomes depicted– Target states across pathways
may be articulated– KPIs and metrics known, tracked
and monitored
Framework for Pathway InnovationEnabling Factors to a Successful Program
Firm Calling Card 10
Governance Risk and Compliance
Source: SAP, Newport Consulting Group
Balancing Business Operating Models
When Strategy is lacking…– Uncoordinated and multiple company efforts– No direction, focus, or target audience mapping
When Risk Management is lacking…– Any path looks achievable at any cost– No personal accountability; everyone rolls the dice
When Opportunity is lacking…– Diminishing operating revenue and profit– Great ideas that never get to market or don’t sell
When Execution is lacking…– Any strategy seems correct with no realization– Everyone is an expert at poor performance
Governance ModellingBalancing Compliance Forces of the Operating Model
RiskManagement Opportunity
Execution
Strategy
Governance
Governance is the “glue” that holds together company business operating models — aiming to balance strategy, risk management, opportunity, and execution. Compliance frameworks - such as product quality, environmental, and trade restrictions - suggest the form of governance required.
Trade & Export Product & Service Quality
Environmental& Regulatory
Financial& Liquidity
Firm Calling Card 11
Program Design and OversightWe offer advisory and oversight services for program environments - regardless of sophistication, domain area, or need - including IT, business separation, post-merger integration, and IT operations.
We find that 95% of all issues related to technology programs have nothing to do with the technology used for enablement. As such we focus our review and planning activities on
stakeholder accountability, operating model alignment, and organization change management.
Typical needs during program design:
Define the new business structures needed
Create governance and align decision rights
Establish the case for change and future vision
Lead the effort and engage stakeholders
Align systems and structures to support the change
Introduce new work practices into the organization
Provide independent oversight, monitoring, reporting
ProgramArea A
ProgramArea B
ProgramArea C
ProgramArea D
Programmatic PMOs
Business Stakeholders
ProgramDesign
ProgramDomain
Business Structures
Application Services
Work Practices
Technical Infrastructures
Firm Calling Card 12
Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card 13
Credentials
Staff Credentials
Experience Profile– Minimum 20 years professional experience per staff– Management experience at one or more Fortune 1000
organizations– Practice and delivery management experience at top-tier
strategy firms– Client and delivery management experience at global
system integrators– International experience working with customers and
partners in Europe and Asia-Pacific
Education Profile– Minimum Bachelors degree– Preferred MBA, MS or other advance degree– Preferred professional credential (CMC, PMP, ASQ, SAI,
others)
Geographic Profile– Regionally based staff in the Midwest and Northeast
(particularly for public sector and automotive work)– Regionally based staff along the US Pacific Coast
(particularly for not for profit and high tech sectors)– All staff globally deployable to serve our clients– Global presence through our in-network partners
Out staff and leadership team brings to the table over 250 person-years of combined industry and consulting experience, without a large firm infrastructure and cost model. Our talent is your value.
Firm Calling Card 14
Our Firm
Our Service Areas
Credentials
Contact
Firm Calling Card 15
Contact