Our driving force is to see teams working together towards common goals to achieve results

Siri Furst, Managing Director / partner

Core areas of expertise

Management Development

1

Project Assurance

3

Result Assurance Management

0

Sales Assurance

4

Organizational Development

2

Result Assurance Management

Result Assurance Management

Although our consulting services cover a wide range of areas from organization- and management development to project- and sales assurance, there is one area in particular we wish to emphasize – Result Assurance Management. In one way or the other, Result Assurance Management will invariably be an element in all our assignments.

Introducing Result Management means ”translating” strategy and result ambitions of the organization to individual KPIs and goals for managers and co-workers. The purpose is to create individual engagement and commitment throughout the organization, and – not the least – to implement a management process to develop the capability of the organization to take decisions and carry out necessary action steps.

Approach and Work Process

Our approach is based on using simple and practical methods to develop KPIs and goals. Often we see too much time and energy used in working out strategies and setting goals by advanced analytical models. A typical effect here is ending up with a document may be of academic interest, but usually of little practical use.

Developing Result Assurance does not mean the use of software, long days away at seminars or complicated methods.  Result Assurance means development at work together with colleagues who have the same common responsibility to achieve results.

Services
  • Strategy Development
  • Develop Goals and KPIs
  • Culture and Values
  • Internal Communication
  • Result Assurance
  • Team Development
  • Activity Based Costing – analysis

Management Development

Management Development

The best results are obtained when management development is tightly tied to the individual strategic and operational daily work and when everyone actively participate in their own learning process – not being passive bystanders. Considium’s management development is intended to strengthen management culture and better managers implementation power by developing good relations and cooperation across departments to meet strategic goals and values.

Our management development is focused on increasing awareness and skills related to managing other people, to self-management and to manage change.

Approach and work process

We emphasize that management development must be tied to the organization’s business challenges and actual improvement needs.  In this connection we always wish to use the participants’ own daily challenges as a basis for training and exercise instead of general cases. This will mainly consist of:

  • Work processes and deliveries (results I am responsible for)
  • Competence and personnel development (the people who work for me)
  • Communication and behaviour (myself as a manager)

Our basic principle in a management development program is that the participants will mainly practice on their own arena, in other words in their own daily work. The program meetings will constitute a test laboratory for own manager behavior. We use a variety of teaching methods and principles, and we will alternate between role playing, observation, feedback and exchange of experience combined with relevant management theory. Our method is to have managers practice in an open and supportive dialogue across departments and organizational levels.

As a red thread in all learning processes we apply an element of Result Management.  This means that the individual manager works out personal goals for development and results desired. Thereafter a result assurance of these goals is carried out. The goals must be directly related to own role and own result responsibility.

Services
  • Change management
  • Strategic management
  • Operational management
  • Team development
  • Communication
  • Conflict handling
  • Culture and values
Organizational Development

Organizational Development

To succeed with change an organization is dependent on competent employees who are able to channel their energy and strength in the right direction and an organizational culture based on the company’s basic values. Responsibility, independence and creativity must be encouraged to get things done and contribute to optimal relations and cooperation between employees.

Every organization is established to achieve specific results – and our approach is always based on the organization’s overall vision and goals.  Customers and markets are always in the centre of all our development activities.

Approach and work process

Our systematic approach to planning and implementation of change is driven by process – not by expertise. Our work is based on creating a constructive process combining local knowledge and the competence brought in by external experience.

A Summary of our Work Process:

  • To establish a common understanding of organizational culture and values
  • To establish a relevant fact platform based on experience data
  • To create a common recognition of the need to change
  • To agree with all concerned on goals and the intentions behind the changes
  • To establish meeting arenas for problem solving and decision making as a basis for effective steering
  • To tailor and carry out training of managers as needed
  • To assure transfer of knowledge between consultants and the client’s own resources through close communication and cooperation. The purpose is to give the managers involved “ownership” of the processes with support from the consultants.

Services
  • Reorganization
  • Private and public mergers
  • Personnel downsizing
  • Conflict Resolution
  • Communication
  • Lean and constant improvement
  • Quality Assurance
Project Assurance

Project Assurance

Project assurance strengthens the organization’s and the projects’ ability of to look forward, solve problems and use opportunities to secure predictability in the process and achieve desired results.

In project assurance the status meeting is changed into a steering and decision meeting. The energy is now directed forward to secure that the project is under control and that satisfactory action steps are taken, that necessary decisions are made to achieve goals and that the projects are given the needed support from top management and the line managers.

Approach and Work Process

Project assurance gives project management a process and an arena for steering and decision making to secure the project’s planned result:

  • Increased commercial focus and commitment as well as the project team’s responsibility for own deliveries and the project as a whole
  • Better handling and dependency between projects/parts of projects
  • Better team spirit by openness, honesty and direct communication and helping each other succeed
  • Identifying bottle necks and barriers in established structures and work processes
Services
  • Establish steering processes and structures
  • Key figures and KPIs
  • Team development
  • Coaching
  • Organizational development
Sales Assurance

Sales Assurance

To succeed in today’s market, companies must live up to customers’ expectations. In the market, sales organizations meet both demanding customers and tough competition, but very often the greatest expectations come from inside own organizations. Sales managers must practise good personnel management as well as steering and coordination of sales processes. In many companies there is little cooperation between sales personnel and the various departments. This causes frustration and loss of synergy effects for everyone involved in sales and customer relations.

Most sales organizations are clearly updated on status of sales as of today.  However, very few have the ability to predict their sales for future periods. Consequently, changes in sales often come as a surprise to the sales management. Lack of predictability creates problems for top management, both when sales are above and below budget.

Approach and Work Process

People working in sales have a tendency to find excuses when sales are low. They point at other causes and away from themselves: internal departments don’t deliver, markets disappoint, the product is too expensive and not quite up to standard etc. By introducing systematic sales assurance, Considium helps sales people concentrate their efforts forward when introducing activities to achieve their sales goals – instead of having to explain what has already happened (the past) and focusing on “who is to blame”?

Sales assurance is one of Considium’s core products, enabling us to assist sales organizations to sell more, to improve cooperation and to obtain better results.

Services
  • Sales Organization
  • Sales Management
  • KPIs and Sales Goals
  • Developing Individual Sales Goals
  • Team Development
  • Sales Training
  • Key Account Management
  • Category Management for Procurement
  • Negotiation Skills