If you have the courage to try, we have the courage to help. When it’s urgent, unusual, or in disrepair it’s a problem. Almost certainly the pathway from where you are to where you need to be is ill-defined and ambiguous.This is not the province of the traditional solution provider. Detailed plans, defined methodologies, and large teams are more likely to be part of your problem than your answer. You need manoeuvrability, adaptability, expertise, and speed. The problem space is our space – not the technology. IT, logistics, infrastructure – it doesn’t matter. The common denominator is complexity.
We are not for everyone. If you want a stable life delivering a process, perhaps with lots of activity and a big team – there are plenty of options. It’s not that you don’t need us, it won’t work because our people only come to work to make a difference – every day.
We are beyond being a gamble. We have delivered too much, too often, and too well. We are the epitome of managed risk. The safe choice when being too safe is unsafe. If past approaches haven’t worked, it might be time to try something new.
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A suite of proposed policy measures to break the stranglehold of the Big Four consulting companies on the public service and foster the growth of an internationally competitive Australian advisory industry.
Ultimately, how influential you are will depend on how your communication is ‘framed’. Humans are geared towards avoiding losses, and we tend to feel them more than we do gains of an equal value. For example, we know that people defend against a loss twice as hard as they pursue the same gain. Framing an argument that “if take this path, we will stop losing $1m” is twice as influential as saying” we will save a $1m”. Humans…as it turns out, are not only geared towards avoiding losses, but they are influenced by communications that are framed this way.
Preparation is always key to success. The better you set up the contract, the better the outcome you are going to get. Things do go wrong: expectations and understandings can be misaligned, requirements change. Whatever the case or the cause, if you are not satisfied with the delivery, you need to deal with the issue. Avoidance is not a good plan. Issues escalate, and relationships deteriorate. No one wins.
There is too much theory and not enough practicality. We need to flip the script on eLearning to get an impact. Learn more.
We often talk about needing more commercial acumen in the public sector. There are commercial skills needed, but commercial acumen is as much about attitude and a way of thinking. It doesn’t come naturally to the public service. This is what we tackle in our Commercial Acumen for the Public Sector program, through immersive, experiential learning,
They call it the three M’s of crisis communications – managing the situation, maintaining trust, and minimising potential damage. For all the failures of the PwC tax avoidance scandal, and there are plenty, its crisis communications response, or lack of, is pretty lacklustre too.
Too often ‘Big’ is associated with good, but smaller companies often have specialist and tailored expertise, and are less reliant on scale, a methodology and a slide deck. Small also tend to be more focussed on their client than their bottom line. Founders want to build businesses because they feel they can deliver better outcomes at a better price, and because they are invested in the client outcomes.
Your people, your consultants and contractors balanced, aligned and supported from the inside out – by a Kiah Team with expertise built around your problem – delivering a sustainable legacy.
Executable strategies, well executed through alignment and engagement.
About UsWe are on the lookout for those who can deliver outcomes, not just activity – could that be you? Why don’t you find out?
Available RolesIf past approaches haven’t worked, it might be time to try something new. Talk to us about what we have done, and what we might do for you.
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