The project approach of Lizana & Company is based on methodologies that have been tried and tested in the field for many years. We are always striving to capture the challenges of our clients in full without losing the necessary level of pragmatism.
With that in mind, we develop individual and well-accentuated solutions. Project work is supported by clear communication initiatives to gain acceptance for the change process at all times.
Three cornerstones that characterise our approach to consulting and change management are summarised below:
Clear understanding of challenges: “top-down-orientation”
…, for a comprehensive understanding of the challenges at hand while keeping the big picture in mind.
Our “consulting pyramid”, i.e. top-down, project approach allows us to clearly define the initial situation and targeted objectives. During this phase, communication with our client’s management team is critical to exchange opinions and baseline expectations. We further refine these findings by analysing organisations from an “outside-in” perspective. It is through this external point of view that we are able to identify additional challenges for the client that need to be addressed during the concept development and implementation phase.
We arrive at a complete definition of the problem and thus have a solid basis for a very focused approach to the challenges presented.
Clear approach: “structured and systematic”
…, for a clear view of “the trees for the forest” during the entire change process.
A customised project approach will be detailed based on the understanding of the initial situation and objectives set forth. Projects are structured in distinct phases and deliverables. Projects usually follow the following four phase, each described in detail below:
Phase 1: Project initiation. Projects are initiated and kicked-off during this first phase. A project approach is presented and discussed, ensuring that all stakeholders have the same understanding of the scope and approach of the project.
Phase 2: Transparency. The actual situation and challenges are established during the second phase of the project. Based on which, a complete concept and solution is prepared. We adopt a pragmatic “80:20 approach” in obtaining and consolidating all necessary information.
Phase 3: Concept development. An individual solution for the challenges at hand is developed during the third project phase. We encourage our clients to be actively involved at this point of time and base the analysis and concept on the information accumulated previously. The concept is detailed and backed by a comprehensive business case (to gauge the implications on balance sheet and P&L). The final deliverable of this phase is a complete implementation plan.
Phase 4: Implementation. The fourth and final project phase aims at executing all proposed change measures to successfully transform the organisation. The project concludes when a stable “run-the-business” is reached.
Clear communication: “change management – involving and communicating with the client”
…, for full acceptance of proposed change measures from the very beginning.
Significant changes, e.g. the realignment of the overall regional corporate strategy, can only be executed successfully with the full buy-in of the organisation. It is critical for key personnel to share the same understanding of the necessity for and actual implications of the proposed change measures.
This requires the consulting team to motivate and foster acceptance within the organisation throughout the entire course of the project; especially so during the implementation phase. Personnel have to be carefully guided through all changes in their job scope through effective training programmes.