Companies have begunb scrutinizing their value chains from the bottom up and the top down because none of our customers has the extra time or money to be wasted by underperforming partners or suppliers.   The smart  firms have already started this process in earnest. 

Organizations we work with are mustering the self-honesty and diligence to impose greater process discipline and rigor while, at the same time, becoming “turn-on-a-dime” adaptable.  To succeed in this low-demand cycle, businesses will have to focus on what matters most to their customers and relentlessly discard what’s leftover. 

With that in mind, our team this week looked at ways we can improve the quality of services we provide our clients. We convened a workshop in Chicago aimed at squeezing even more value out of our solution delivery model.   We asked ourselves, how can we build more capacity? How can we deliver targeted solutions to clients quickly while also eliminating complexity?  We’re always asking these questions but I can’t recall ever  approaching  them with more ferver and resourcefulness.   

Businesses everywhere are facing one of the most daunting questions of our age. Will institutions be barriers to helping their constituents succeed or will they be bridges to the future?  I think the latter is likely if we take the right approach.  According to our clients and partners, that’s What’s Next…

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How does a telecom firm in Ontario inspire new ways to extract value for companies in Doha and Johannesburg? How does an airline in Singapore show a high-speed rail company in France how to deliver a more seamless customer experience?  How does a leading British hotel chain show a new comer in Dubai how to anticipate customer needs?

More broadly, how can what works in one market be transferred to another?  What works in mature markets and in emerging ones, and in all markets?  What works today, and how can it be adapted in tomorrow’s market?

What has worked and probably what will work ahead? It’s not more bells and whistles or silver bullets, but a clear, customer-driven focus—new, creative ways of mobilizing talent and allocating resources to fulfill the brand promise consistently, reliably and efficiently.

About the ’creative’ part.  It’s essential, but so elusive.  Our experience shows that the most creative leaders “see” — patterns and trends — that others don’t. Innovative leaders design their service models to take advantage of them . By recognizing drivers that others don’t, true innovators overcome constraints that their rivals consider to be immutable.

However, leaders typically struggle to explain how they did it, and they often attribute it to good fortune. We’re convinced that game-changing results can be generated repeatedly.  But doing so requires challenging the tendency for habitual thinking.

So, what also sets us apart, I think, is our incessant curiosity. We’re looking for ways to foster collaborative intelligence and build communities of knowledge and practice.

We’re always on the hunt for novel tools and practices that can create substantial value. And we experiement, harnessing the best, most practical ones.  We do all of this, of course, while obsessively probing the ultimate questions: What’s next, and who will figure it out?

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