There are many different ways to approach business consultancy. Depending on the experience and levels of expertise, different consultants have different philosophies. Maurice Roussety for example, utilizes his high academic achievements, being a doctor of economics, to take a strategical and analytical approach to helping businesses achieve growth and sustained added value. His approach is known as DST- or diagnostic, strategical and tactical.
Find out more about Maurice Roussety, Preparing Business for Globalization on the link in bold here. The building blocks to crafting a strategic blueprint emerges from interrogating and capturing the vision of the client. This Diagnostic process comprises of a broad and systematic review of the existing business model and future plans, and to a lesser extent that of the business’ major rivals. This process is not dissimilar to a ‘health check’ that determines what is going on. A proprietary diagnostic instrument- the GSEM is used to test over 450 key business drivers relating to acculturation, organization, communication, and incentives. Interactive group and individual interviews are convened with management and key supply chain agents to gather mission critical information.
To ensure comprehensiveness in the review process, a Strategic proprietary instrument- the Strategy Delineator allows factors relating the external and internal environment of the business to be qualitatively and quantitatively evaluated and rated. Metrics created during the evaluation and rating process are converted into various scorecards to inform the strategy creation process and determine what needs to be done. More specifically, the Strategy Delineator assists in the systematic formulation of Objectives, Strategies, Actions, KPIs, and Measures in alignment with the business’s stated Priorities; and to identify high-value; high-complexity corporate, business, functional and operating strategies.
This process culminates in the evolution of a 20-point Tactical plan to determine how things will be done. These tactics underpin the business’ key objectives and strategies. They respond to the needs of targeted clients, develop and promote capacity to service and refine processes to improve service delivery. Specifically, tactical measures are assigned to five business segments, of clients, staff, shareholders, community, and suppliers. These segments are key capture points within the business where success is manifested and measured. If you’d like to find out more about his unique approach to business, and how he deals with the DST approach then follow the link in bold here to Dr. Maurice Antoine Roussety Official account on authorstream.