Client Turquoise

Maximise return on investment in business support.

Client Turquoise is a management consultancy with an enviable reputation amongst key industry leaders in the delivery of board level consultancy and coaching. They have a new CEO who is looking to broaden their offering to include departmental level consultancy for key clients. The professional team are presently supported by business support coordinators working in a dual reporting structure.

Additional members of the consulting team are to be brought on board, however there is understandable reluctance to invest in an expanded support team before the consulting strategy can be tested and additional profit realised. This leads to company-wide concerns that the existing support team may become over-stretched, jeopardizing their ability to excel, reducing job satisfaction, inducing stress, affecting quality of deliverables and ultimately leading to increased attrition and loss of valued experience.

By taking individual input from consulting and support teams alike, it was possible to comprehensively identify and produce a confidential report on key cross-company concerns and prioritise likely barriers to success as well as any critical business support changes required immediately. The CEO shared top concerns company-wide, allowing all cross-level and cross-functional employees to benefit from some level of involvement in both the new consulting strategy and the management decisions made, which were soon to impact routine ways of working.

To aid the transition it was advised to nominate a trusted business support team manager from within the existing team to lead them through the change period. The team lead would be provided with new authorities to manage and redeploy other support team members as determined necessary for assurance of quality and timely project deliverables alongside day-to-day consultant support. The team leader was advised to mentor each support colleague and to mutually identify any individual specialisms and strengths that could be considered in line with possible support redeployments as well as for cross-team training.

The team soon benefitted from an increased autonomy and were able to successfully sustain highly effective performance and positivity throughout an initial period of change. Adjusted functional reporting and adoption of a matrix structure, alongside mutual decision-making, knowledge share and transparent communication, allowed the existing support team to thrive under pressure, whilst the consultant team benefitted from an enhanced service that was able to smoothly accommodate new workloads throughout strategy adoption and with an organizational structure that would better safeguard future growth.