Our Company's Identity, Values & Beliefs

Our Philosophy & Approach to Consultancy

Traditionally, Consultancy Services were offered by firms that started their business life from accountancy or similar sectors.   Consequently, their philosophy and their methods reflect their accountancy derived instinct of cutting expenses, identified by a
top-down analysis, often based on the analysis of the company's accounts and expenses.

This approach may often lead to the wrong conclusions.  Decisions may be taken that, in the short term, can improve the company's financial position, but this result is artificial.  The underlying problems and the inefficiencies that the company faces are still present due to unsuitability of this approach to identify them and to drive corrective actions at the operational level.  A common result of such an approach is that the temporary improvement on the company's finances is soon followed by deterioration in both the company's financial position and the operational processes; as the simplified example on the right demonstrates.

We understand that altering the balance sheet is not the means of improving the company's efficiency.  The later can only be the result of analysing, identifying shortcomings, correcting weaknesses and further developing the company's operational activities and procedures, as well as, improving the efficiency and the effectiveness of the processes.  We believe that changes and improvements made this way, based on a bottom-up analysis, have a lasting effect on the business and strengthen the company which soon become apparent in both the smoothness of the operations and the financial indicators of the company.

Of course, this approach does not exclude the possibility that you may have to reduce the number of working places in the company but ensures that these eliminations occur because these positions are functionally redundant and not as the result of a cost cutting exercise.  However, more often than not, you may come to the conclusion that your company's interests may be better served by increasing the work force in areas where you experience bottlenecks, which restrict your company's output and therefore reduce profit.

An important activity in the evaluation and the restructuring of the processes is the identification of the value adding operations and the restructuring of the supporting operations to facilitate and enhance the former.  We should not lose sight of the fact that the value adding operations are the ones that make the company's products attractive to the customer and therefore are the ones that generate the income for the company.

It is also important, when evaluating processes and considering implementing changes, to examine the effect of the changes on the company as a whole (operating under the holistic approach principle) in order to achieve synergy between the different operations and processes.  This will facilitate the smooth running of the company, ensuring that the separate elements will support and complement each other all steering the company in the same direction.

There are many more issues to take into account when implementing changes, introducing new services or establishing new methods of communications either internally (ie. Management of Information Systems or IT driven technologies) or externally (ie. Marketing Strategy).  A number of them are mentioned in other sections of the web site, the intention of this section was to demonstrate our philosophy, the principles behind the methods we employ and our approach to consultancy.

Case Study - Example