Our Brand of Consulting
We are often asked to describe ourselves. What consulting do we do? What is our elevator pitch? What does one say in the 15 seconds that is supposed to capture the interests of a potential client - to get you in the door?
Our business is about making a difference.
If you read our case studies, you will find them eclectic. We have managed a program to fly a satellite, supply chain optimisation, complex procurement, sales, work place health and safety, environmental, regulatory compliance, risk assessment, transformation, and program recovery. Our experience broadens daily.
Our work is defined by our clients.
We started one job facilitating a scoping study, we ended up establishing a joint venture between six competitors.
Another assignment was to assist with a contract dispute. We ended restructuring the entire logistics support for Australian peacekeeping operations in Timor Leste.
Some time ago we were engaged to write a service level agreement. Three years later we are assisting the organisation to build a regulatory compliant operational management system and to implement a $1.6bn infrastructure program.
Success is built on the shoulders of our people.
We look for people who have passion, drive and dedication to an outcome. Skills are important, but not as important as attitude and behaviour. Skills we can buy, and it is truly a joy when skills and talent come together. We look for leadership, management, empathy, common sense, drive, intellectual agility - the talents that allow for servant leadership. Our consultants don’t seek accolades and positional importance - they define themselves by what they achieve, the effect they have.
A client said in passing "stay true to what you are good at". When asked what he thought defined us he said, "you roll your sleeves up and get the job done." His staff said, " We don’t see your team as consultants, you're in this with us."
We solve problems from the inside out.
We are better defined by our achievements than our "features".
But we do have some very specific capabilities.
- plan, strategically and tactically. Strategic planning has so many facets it is hard to describe. In fact it needs to be tailored to the problem at hand. Addressing the future of an organisation, a plan to implement a new initiative or addressing a "wicked" problem all require differing techniques. Tactical plans, program and project management favour PMBOK and Prince2(tm) neither of which address all of the issues. We lean on all of these but seek to do it rapidly and appropriately.
- write complex options papers quickly and ready for executives. These are not staffed documents achieving consensus. These are real decision papers with options. We have a proven process that seek alternatives and embrace different views, without creating disagreement. Views are properly and faithfully represented, along with the supporting evidence and rebuttal.
- are expert negotiators and facilitators, having studied and developed our own approach to doing this masterfully and quickly. Our approach is practical and designed for internal and external negotiations. It is equally applicable to dealing with inter-organisational disagreement or major commercial deals.
- manage service delivery design through contracting. Beyond outsourcing this is about outcomes through contracting - especially services contracting. Traditional approaches simply do not work well,. They need better detail of obligations, business rules, inter-working practices and relationship management.
- are inherently commercial, an expertise in demand by the private sector and inherently useful to the public sector.
- understand the public sector having worked there, individually and corporately, for decades. We understand the impact on process and culture of dealing with public monies, serving a greater good than simply a bottom line, and being responsive to a political agenda. This knowledge allows us to balance commerciality with other imperatives. It also makes us valuable to the private sector who are often find doing business in the public sector challenging.
Our consultants come with specific skills that we develop both them and the corporate capability through communities of practice. The enhance the individuals capability and make Kiah more than the sum of its parts. Today, focus areas include:
- program and project management;
- supply chain design;
- transformation, communication and change;
- IT and communications;
- negotiation; and
We don't define ourselves in the same way as other consulting companies. We are the fulcrum that leverages consultants, lawyers, engineers, technical services, systems integrators, and your own staff, to deliver extraordinary outcomes at a pace the organisation can accommodate.