From Strategy to Deployment

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2-24 strategy
Deploying change and confirming its adoption amongst your audience is as important as designing the proposed change itself.

The world of management consulting is vast. But in essence, every consultant is hired to do one thing: solve a complex business problem. At UMT, we are leading subject matter experts in project and portfolio management and strategy deployment. Other firms lead with their forte.

What I’ve learned so far in my time here is, that in order to provide value to your clients, you need to deliver strategies that have a high likelihood of adoption by them. It makes sense if you think about it, really; what good is a pristine, well-thought-out and perfectly planned strategy if you can’t actually make it work in the real world?

Before coming to UMT, I consulted Fortune 500 clients on macro-strategy, with a concentration in communications and marketing. The field of strategy within management consulting is highly regarded. At that level, people use analytical data-driven analysis to formulate hypotheses and test them to deliver the best big-picture plan to an entire corporation, business unit, or both. Overall, I loved it while I was in it. But I didn’t like the many times that a perfectly crafted plan never saw the light of day.

In one real, market-entry case, I personally spent countless nights going over a marketing strategy for a particular company that was looking to expand its product footprint and bring it into the U.S. I researched distribution channels, potential industry disruptions from technological innovation, understood the competitors inside and out. Then I deep-dived into this company’s competitive advantages, placing strong markers on anything and everything that could be considered a product and/or service competitive advantage or distinguisher. The end result was a thorough positioning of our client and their product in the current market place with forecast predictions on where we could take this product. This was exciting.

“And then what happened,” you ask? Well - the client decided to delay their entrance into the marketplace because of ‘logistical complications’…

I realized then and there that deploying change and confirming its adoption amongst your audience is as important as designing the proposed change itself.

At UMT, I’ve been able to carry out several engagements that required significant forethought but also brought about visible change to organizations. Here, we work within strategy and operations, melding the two together to manage the change that we seek to bring about. It’s exciting and also helps build a foundation for developing higher-level strategies that are implementable, adoptable, and valuable to our clients.