EVERYONE WHO IS PART OF THE INSIDERS' CLUB KNOWS WHY TO MOBILISE AND UTILISE A TEAM.

SUCCESSFUL C-LEVEL EXECUTIVES ARE ALWAYS ON FRONT FOOT TO ACCESS COMPETENCE AND LEVERAGE LOYALTY.

WINNING C-LEVEL EXECUTIVES DO NOT JUST TRY TO GET THE BEST OUT OF THEIR OWN FUNCTIONAL AREA

THAT IS PRIMARILY THE JOB OF THEIR 2ICs 


The key VALUE for C-Level Executives is to integrate their own functional area fully into the rest of the company,

AND


Get the best out of every other functional area.

TODAY, INTEGRATION IS THE GAME, AND,
 OPTIMISATION IS THE KEY TO WINNING IT.

INTEGRATION & OPTIMISATION 

TWIN OPPORTUNITIES FOR EVERY C-LEVEL EXECUTIVE


SUPPLY CHAIN MANAGEMENT – SCM 4.0

SUPPLY CHAIN 4.0


IN MORE THAN 500 GLOBAL PROJECTS THAT IS THE GAME WE EXCELLED IN

SO, WHY IS THIS PERTINENT FOR YOU?


NOW YOU CAN USE OUR EXPERTISE TO BUILD YOUR OWN TOP-TIER TEAM, WITHOUT HAVING TO PAY THE TOP-TIER CONSULTING PRICE TAG.

HERE ARE FOUR EASY WAYS TO ACCESS OUR EXPERTISE

EXECUTIVE GUIDES AND Reports

CORPORATE TRAINING AND workshops

SEMINAL BUSINESS Books

ONLINE RESOURCES AND VIDEO COURSES 

WHEN DO C-LEVEL EXECUTIVES CONTACT US?

In the past CXOs have called us in following situations: 

When you suspect that some parts of your department are not working as efficiently as they could.

When customers are starting to tell you how to run your business.

When you know what to do, but need extra resources to get it done.

When other departments are not aligning well with your departments, and your department is getting part of the blame.

When there is a pressure to reduce costs, but your team tells you no more cost reduction is possible.

HERE ARE REAL BUSINESS TRANSFORMATION TEAMS RELATED QUESTIONS THAT C-LEVEL EXECUTIVES HAVE ASKED US:

  1. How big is the potential prize from supply chain led business transformation? How can we maximise it?
  2. How can we ensure that the approach we choose really works, is implementable by our own people, and we can see signs of success early enough?
  3. How can we assure the success of our business transformation effort without jeopardising our business-as-usual activity? How do I know we will get a report that is implementable?
  4. Big consulting companies come promising big savings. Once the contracts are signed – promised savings never show up. In the end, sometimes, costs even go up. What can we do differently to get better results?
  5. Why do big brand strategy consultants act as if they have mysterious powers and capabilities, when we already know what they are all about?
  6. If our internal staff cannot do it all by themselves, and big consultants are going to get us sub-optimal results that look good only on paper, then what is the answer?
  7. With big consulting firms, there is frequent drama with a lot of activity with junior consultants /fresh graduates. It appears like a lot of wastage of resources. Why are we paying such hefty rates, while we train recent graduates recruited by big name consulting companies?

BECAUSE PAST
ANSWERS – BIG BRAND
CONSULTANTS, SOFTWARE
SYSTEMS UPGRADES AND
TEAM BUILDING EXERCISES
– ARE NO LONGER
ENOUGH.

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