Episode 76: "..it is essential to look at the organisation from the outside in." Dr Graham Kenny
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Dr Graham Kenny is a strategy consultant who helps executive teams and companies analyse their industry and the company's core strengths. The research is used to develop a strategy for moving forward and achieving their strategic objectives.
In this role, Graham becomes a facilitator. He guides the client to the best outcome.
There are two main components to the process:
Positioning against the competition
The actions will be taken to implement the best competitive positions.
Graham has taught in Universities in Canada, Australia, UK. After academia, he was able to start a role as the CEO of a trusses and frames business. During his tenure as CEO, the company could turn around and became profitable.
Following the CEO role, he became a consultant full-time. Graham has written five books and now concentrates his writings on publishing with the Harvard Business Review.
In a business turnaround project, the leadership is (usually) juggling two objectives: cost containment and business development. The aim of cost containment was not to run unprofitable processes. How could the client base be expanded with business development, and how could the business with existing clients grow?
We often work on the processes inside the organisation, but the customer is outside. Therefore it is essential to look at the organisation from the outside in.
How do you decide to choose one supplier over another?
Price, Location, Customer Service, Hours of Operation, Product Range, and Quality are six criteria used to make the buying choice.
This analysis must be done for every key stakeholder group.
Ask the question:
"Why would anyone want to join our organisation?"
"Why would any client want to be a customer of ours?"
"What are the stakeholders looking for?"
Don't get lost in the internal processes of the organisation.
Brands emotionally drive some decisions.
There are usually six strategic factors that are relevant to an organisation. They are different between organisations.
The definition of strategic factors must be defined from the customer's perspective.
A thorough analysis of the strategic factors also gives insight into the competitive landscape.
The hybrid work environment is contributing to many strategic changes for organisations. Don't presume about your staff's work requirements. Some will like working remotely, and others want to be in an office environment. Implement flexible hours—track productivity. Recent survey results from KPMG indicate that the productivity per employee has increased. As long as this occurs with the quality increase, then it should be fine.
As a CEO, how do you put processes and procedures in place which make a fair workplace when some are at the factory every day and others are rarely seen because they work remotely? There is the concept of "presenteeism".
In Summary:
· There are three values:
o Self Development: get experience, education, and learning broadly so that a strong foundation is developed for the business environment.
o Multiple Perspectives: looking from the outside in. How does this look to all the stakeholders? Numerous perspectives allow for a better strategic view.
o Value of the transaction between each stakeholder: there needs to be a balance and fairness between delivering and receiving.
A virtuous Circle: the harmonious relationship between employees, suppliers and customers. These relationships drive success, and the shareholders are the eventual beneficiaries.