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Overview
Typically, clients employ highly qualified
business strategists, equipped to bring all the latest ideas, products, projects
and theories to the boardroom. Sadly though, these strategies seldom make the grade
because the organisation lacks the operational implementation staff and capacity
to successfully follow-through and execute them. Innovation, technology and competition
has brought unforgiving and increasing speeds that place huge pressures at Board
level to provide increasingly more innovative ways to deliver bottom line results
and performance improvement to stay ahead of the business curve.
Beyond Outsourcing
establishes a bridge, between valuable strategic expertise, and even more valuable
implementation of that expert advice through implementation and the provision of
ongoing operational outsourcing/co-sourcing services on a long-term basis. With
standardised tools approximately 3 years ahead of the market – Beyond Outsourcing
is able to continuously add value through the long term strategic partnership. International
Research shows us that organisations have typically recruited up to 98% of their
staff for their technical and/or managerial skills (technical referring to the likes
of IT, Finance and Marketing, and managerial referring to co-ordination or people
management capability).
Operational implementation skill has rarely been given a
thought - until now. The fact remains that as little as 2% of staff deployed in
organisations actually have operational implementation skills. It is within this
98% gap that Beyond Outsourcing provides its’ services. Ten years ago, the demand
for implementing new ideas existed, but not in the same intensity as it does today.
Hypothetically speaking, out of 20 plans presented, only a quarter were actually
implemented, and even then, there were relatively flexible time restrictions. Today,
out of,perhaps, 100 plans presented, pressures exist to implement and execute almost
all of them, all within a limited time frame whilst ensuring correct processes,
systems, measures and outcomes.
The question now arises, as to how companies manage
this new demand? It seems logical that implementation & performance improvement
capacity is now highly sought after. But it is not easy to move a department/organisation
into implementation/performance improvement mode - huge change and an increase in
both capacity and capability is required.
Given the number of high profile corporate
failures which have been caused by inappropriate structures - and the consequent
breakdown in their system of internal control- effective and efficient implementation
is not only a minimum competitive requirement but also a real issue in terms of
an organisation`s adherence to good Corporate Governance standards. Good Corporate
Governance is proven to be a significant contributor towards shareholder value (McKinsey
2000).
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