MATCHLESS, GLOBAL AND HIGH IMPACT
Supply chains are global now - our network has always been global. From the very beginning in 2000 we have created a seamless organisation that trancends the national boundaries to serve global clients with elegance and panache. Because we are not burdened by legacy issues inherent in larger organisations we are able to grow a strong yet flexible organisation through our matchless network. The following five questions talk about this unique network in more detail:
- What do you mean by network?
We are a boutique strategy house with a global footprint. We are extremely passionate about global supply chains and all our projects involve delivering outstanding transformation value across multiple countries in a seamless manner. Yet, we don't have tens of thousands of highly paid junior consultants sitting in every location. What we have is a network of highly skilled senior level ex-strategy consultants around the world and the power of this network is that we can usually find the best person for the job in a shorter period of time than most larger companies can. The staffing practices in larger companies force them to use the person who is available. We use the opposite mind-set. We ask the question - who has unique insights that will create value that none else can?
- Why is GSCG network so powerful?
Firstly, there is nothing more powerful in the 21st century than the network. Not the infrastructure, not the knowledge base, not even the capital base. You can truly call this century the network century. Our network is so powerful because of the business schools, the strategy consulting companies, the investment banks and the corporations that our people have come from. We have deliberately built and nurtured the network over the past decades because from the very beginning we wanted to built a company with high impact yet low cost. That has been our formula for delivering outstanding value to our clients - and our network is a powerful contributor to that formula.
- How does this powerful network benefit the GSCG customers?
As you know we are very passionate about global supply chains and its immense contribution to the corporate bottom line. In almost every strategic project we undertake we need market intelligence, we need supplier information and we need access to the right personnel in order to build supply chain relationships that benefit our clients. None of this would be possible without an extensive network. You see in practical terms supply chains are all about people - working in suppliers' organisations, working in customers' organisations and working in intermediary organisations. No matter how big a consulting company is - unless its people have the right network - all their supply chain strategies will merely remain esoteric theories without the network. That is why we succeed in having far bigger impact that larger strategy houses - we are not insular and inward looking. We utilise and extensive network and do whatever it takes to get the results.
- Can you give us an example?
Sure - I earlier gave an example of a oil tanker company. Most of the market information would have been impossible to gather without and extensive global network - and it would have been impossible to create that multi-billion enterprise in 36 months - let alone in 6 months.
Another example is where one of our clients - one of the world's largest and most successful solar energy players in its field wanted to create a global network of suppliers of specialist equipment and services. These equipment and services were so new that the suppliers did not even exist. Which meant we had to use an extensive network to talk to key executives in corporations that could possibly build that capability in their companies, and then use our persuasive skills to get them interested in building that capability. Again, this highly successful project delivered far better results than an insular strategy house - because of our extensive network.
- Was this a deliberate strategy or did it just happen?
It would be nice to say it was a deliberate strategy. But looking back over the last 11 years of our existence as a company, it will be fair to say that it was really a combination of the two. Some of your biggest weaknesses can become your biggest strengths. We did not have the size or capital base of the large consulting houses - yet our projects were global in nature. That forced us to develop the network. Once we saw the power of network where we could do a project in Sydney with teams working in Europe, North America, Asia and South America simultaneously, all working on newer technologies such as skype - we understood that the business world was evolving into something very different. So long as there is a common base of shared training in our of top-tier strategy houses or investment banks, and the project teams are managed carefully we can deliver better value at lower costs. This realization led to a deliberate strategy - which is now yielding tremendous results.
