Consulting
The analogy of the earth as an ecosystem helps us to see that the macro-level is built in partnership with micro-level organisms. The success at the macro-level is derivative of but not limited to, micro-level organisms. This evolutionary model indicates that organisation is about species interdependency involving predation and collaboration. Neither predation nor collaboration require overheads. In a non-evolutionary model, the purpose is to push narrow agendas that require enforcement on a constant basis. These push models are overhead rich and effectiveness poor.
Toner Consulting (TCL)
will:
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Identify and implement an effective business model
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Assume zero waste in the operating model process flows
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Reward performance and carry no dead weight
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Organise as community of co-workers
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Assume zero meeting time in operational value streams
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TCL will assist you to address these challenges. We can also act in support of implementation. Consulting is not a substitute for leadership or managing; it is a catalyst.
Management culture is often driven to prioritise functional control and narrow financial results. These are obstacles to performance, not solutions. They are the basis of non-management, the production of internal agendas and career paths. This approach to business is not entrepreneurial, but bureaucracy. Such organisations are administered, not managed. The market was once an organic social phenomenon, now it is a regulated world of compliance codes.
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In this hierarchical conception, customers are an ‘opportunity’ and the benefit is in limiting the cost while maximising the revenue. It is not about meeting requirements or sustaining success, but about survival on the least financial cost base. Low capitalisation therefore attracts specific investment and business models that are oriented towards financial metrics only.
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Value is often not the focus of our operating models, if management do not accommodate it. Value is treated as a new additional set of outcomes with added ‘costs’. Businesses spend a lot of time and money on failure demand / waste because they are managing a narrowly conceived proposition that is designed around the Balance Sheet or expenditure budget. Admin, customer service, HR, accounting, IT, contract management, marketing, contact centres, employee engagement, … governance, management meetings are areas that exist and are occupied by ‘busy people’ adding no value to the end user. It is estimated that waste in major service businesses and public sector organisations is likely to be 50%+. This is not purely a cost issue but also a major drag on service value.
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The effect is to limit value, enforce compliance and treat innovation as a luxury.
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Management is often the reason why waste exists. For those with confidence, the frontline team is the business and the board is the facilitator of the technology and human resources to perform.
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In the conventional management model, the board is the business, deemed to be in control when in fact they have little or no effective control over the operating model and client value streams. Waste is initiated at the first contact with the customer order. Conventional management protects itself with ‘customer service’ which is in effect failure demand.​​