Solving problems.

As a leader who wants to take her or his company from A to B, you want many pieces to fall in place, in the right order. You move ahead in some, you struggle to make progress in others. Avoid temptation to dive into solutions, action. Understand the problem first. So we lay out the various jobs to be done you might encounter, and could hire us for. A starting point.  

Problems we solve:

- Purpose & Strategy
- Innovation & Start-ups
- Digital Transformation
- People & Organization Performance
- Growth Acceleration
- Consumer & Retail AI

“If I had an hour to solve a problem, I would spend 59 minutes thinking about the problem and 1 minute thinking about solutions.”

Purpose & Strategy

Executive dialogues that align management on a progressive path.
Own the future, together

Avoid extrapolation of the past. It is not about what your see competitors do, how to beat them, as if business were a game with clear rules and a finite point where you have won: Benchmarking, lots of data analysis. No. It is about staying in the game: Have a clear notion of how you will serve customers better in the future, preferably avoiding competition. Of seeing disruptors coming, predict, using theories about cause and effect. Of knowing when to pivot under uncertainty, without throwing away all of it. Of desired, and actual allocation, as in the end, your strategy is what is done day by day. As a leader you should spend half of your time in the present, half in the future. Do you?

Help me to:

  • Align my Management on a future vision and the way to get there, optimising, transforming and disrupting my current business models

  • Navigate my way into the future, with a roadmap, and a navigator telling me when to make a turn, and my resource availability

  • Identify potential disruptors to my business, and how to avoid being disrupted

  • Define strategic opportunity areas to explore, where a big customer group, an unmet need and a new technology meet 

  • Define make or buy, what will be core / non-core in the future? 

  • Define clear acquisition criteria: What start-ups, established companies should I own to serve my customers better?

  • Allocate time of my HQ teams to the most promising (direct-to-consumer) ideas 

Innovation & Start-ups

Strategy, process design and training for recurring & reliable renewal

An existential discipline. Treat is as such

Innovations fail much more than is needed. It is a discipline which we forgot how to operate in the later 20th century, busy exploiting business models under short-term shareholder pressure. A whole generation of managers and supervisory board members got into place with some, yet insufficient understanding of exploration. A flip happened. Now, there is a lot of theatre, but still not real understanding of what it takes to drive reliable repetitive innovation as the key to own the future.
If you ask around, would you say your organization is capable, to own the future?

​Help me to:

  • Understand my organisation's current capability to innovate, reliably, repetitively --> Take the test (upon request) 

  • Put in place key elements required:

    • Strategy​: Understand how to fill the 'growth gap' through different innovation types, set boundaries to avoid fruitless paths 

    • Processes & structures: Install world-class innovation processes, differentiated. Create new mechanisms for external stimuli and feedback 

    • Governance & Controls: Make sure you plan your dive, and dive your plan, regularly evaluating concepts, and the total portfolio, not killing your in-house disruptors 

    • Leadership, Talent & Culture: Ensure that, for a different discipline, you have different leaders and talent, and ways of doing things around here

  • Develop and launch new digital business models, run the process inspire - ideate - implement proces, teaching my employees to do this themselves 

  • Accelerate innovation time-to-market

  • Get more truly disruptive, not incremental ideas from the organization

  • Determine whether to acquire this start-up or not --> Get sharper, well-defined idea, start-up acquisition and spin-out criteria 

  • Find funding for my innovation idea / start-up, by improving the idea and team behind it to ensure a profitable, disruptive growth path

Digital Transformation

Design and management of experience-led transformation that sticks.

Apply and amplify Kotter's change rules 

People & Org Performance

Purpose, leadership, team and 
process effectiveness to thrive.

Because culture eats strategy for...

70% of transformations fail. Come on. Kotter wrote the playbook in 1988. 8 Factors. Leave one out and it fails. Often it is connection to middle management, or bringing IT and Business really together. You have seen it, we have seen it. And now we have the digital tools to amplify each, make it an experience, not a dull ppt exercise. And stop looking at transformation as a 'one-off program. No. We live in the 'VUCA' age. Transformation as the new normal, not to the new normal. Would you agree?

​Help me to:

  • Assess my current transformation program: How can we show bottom-line impact faster?

  • Design a new (improved) program and coach my team during during execution

  • Accelerate change and make it stick, making each change factor experience-led, using new collaboration methods and tools

    • Establish a sense of urgency: Connect the reason for change something co-workers care about. Visualize threats & opportunities

    • Create a guiding coalition:  Work '5 dysfunctions of a team', starting with absence of trust and fear of conflict. Assess profiles agains the task

    • Develop a compelling vision: Use sequenced dialogues, physical exercises, polling apps, meet-ups with inspiring companies. 

    • Communicate the vision: "Tell Me and I Will Forget; Show Me and I May Remember; Involve Me and I Will Understand". Not classic top-down, but bottom-up, mobilise the base

    • Empower broad-based action: Break Tech and business barriers, experiment with multi-disciplinary teams, agile methods

    • Generate short-term wins: With help of externals, create and market new propositions, process innovations, at light-speed, visible to all

    • Consolidate gains to produce more change: Scale-up locally proven concepts globally

    • Anchor change in culture: Make tangible changes to events, office environment, openly shed old methods & tools​

Brilliant strategies and transformation plans often do not leave paper. Because. At the end of the day it is all about people. The drive and ability to crack problems together, feeling inspired and safe - and the focus and autonomy to do so alone. Need-seeking to serve customers better. Hungry for new technologies to become more effective and efficient. Taking learnings from one place to another, at speed. Be a thriving place, not one where the best leave. This is a discipline.
Do you treat is as such? 

​Help me to:

  • Gage and know to increase intrinsic motivation of my employees:

    • Increase a sense of contribution: What purpose is and what it does. Give words to a feeling we have to communicate it at scale. Unearth it.

    • Be part of a tribe: Safe, connected, trusted, know what is going on

    • Autonomy: Taking own decisions to serve customers better

    • Mastery: Growing, employable

  • Asses and improve my organisation's ability to execute the value creation plan we laid out

  • Increase the ability of my teams of brilliant individuals to conquer any challenge together, starting with absence of trust and fear of conflict --> take team assessment test (available upon request)

  • Asses and adjust my Leadership team, are they up for the given task given the life stage of the business model to pull through

  • Change the consumer-centric talk into real walk, changing the way employees think and act (read more

  • Increase the ability to shed old ways, adopt new ways

  • Create a culture embracing new ways of working and shed the old, with the right talent, leadership and cultural traits

  • Corporate Governance: build in checks and balances of what the organisation needs to do and what it might do given circumstanced and leadership in place

Growth Acceleration

Sharpening of pitch and digital marketing techniques for more sales.

Winning proposition & communication

Growth as the critical driver of Shareholder Value and Employee satisfaction is often mismanaged. It is about creating new propositions for those customers for which a solution was beyond reach, about creating a better customer experience that nails the job for the customer 'hires' your solution. About better communicating and selling current propositions, and allocating resources to opportunity. 
Who in the company can clearly state, we will grow by doing X, Y, Z? The way your company is run, is it truly oriented at growth? 

​Help me to:

  • Sharpen the customer value proposition (target, meaningful positive impact, scoring on the relative criteria) and communication (why / how / what)

  • Define the ideal journey for the customer job to be done and digital marketing / growth hacking strategy and execution to close the gaps

  • Define a brand to inspire and guide daily execution: A clear brand purpose with global scale, local nuance and brand guide that is executed by all 

  • Improve my (B2B) sales pitch and skills to deliver ('pitch anything')

  • Put in place a better sales strategy and cadence with solid DMU and pipeline management 

  • Change how my sales force operates from 'selling product' to helping the customer grow their business 

  • Put the (Machine Learning-empowered) analytics and process in place to achieve highest physical and mental availability

  • Adjust the way we manage business  reviews to identify growth opportunities (vs 'did we make our budget') 

  • Identify fastest growing pockets and put a system in place to allocate resources accordingly

Consumer & Retail AI

Machine Learning solutions that boost commerce & supply performance

The key to competitiveness

AI can help solve the biggest challenges in commerce and supply, offering a step-change effect on people and business success. 63% of companies that have adopted AI say it has boosted revenue. Still early days, as 72% of executives report that their companies are still in the early stages of AI adoption. However, 

87% of data science projects never make it into production. The value remains a myth. What is needed is a small,  experienced group of people start creating solutions, step by step gaining the company trust with results, to make the necessary changes for solutions at scale. Others do, are you sure you build competitive advantage with AI? 

​Help me to:

  • Maximise our margin by setting the right prices, everyday

  • Reduce our inventory whilst still meeting our high customer service levels

  • Understand which marketing mechanisms work so that we can focus investment

  • See demand peaks coming, so that we have time to prepare

  • Build a data science capability:

    • Starting: Avoid the risk of recruiting the wrong professionals

    • Emerging: Reshape my team and 3rd party support to convert the myth of benefits of using ML into reality

    • Mature: Continuously improve my ML solutions as key driver of competitive advantage

Fresh perspectives. At your fingertips. 

 

We can help clarify and start delivery on your priorities within 24 hours.

Speak to bas@loopconsultingcompany.com to get started.

© 2020 by Loop Consuling Company