Management consultancy

Reconstruction of the whole organization or parts of it

  1. The natural evolution of organizations, changes in management and the rapid development of markets and technologies, requires re-correlating its chart to enable achieving new goals and KPIs.
  2. The organizational chart should allow and support the ability of the management to reach new goals, to deliver results and cope with rapid changes.
  3. Reconstructing the organizational chart in order to allow changes is a very delicate mission because of the many aspects it relates to, starting with new technologies and untill human resource issues. The next change should already be embedded in the current one.
  4. Reconstruction should be made in cooperation with external consultants that are professionally aware of those delicate aspects and the way to deal with them.
  5. DH&A’s team becomes a significant partner to changes and reconstructions either of the whole organization or parts of it. They are equipped with the knowledge, experience, tools and the wisdom for doing that.

 

A roadmap to success – a different observation over organizations

Modern organizations constantly occupy themselves with the questions “Are we doing well?”, “Can we do better?”, “What should we do better?”… Using a metaphor from health issues, the organization, as it reaches maturity, should take some regular health examinations to answer the questions above. As a result of those examinations the organization should stop, analyze the past, understand the present and draw the future.

The concept:

  1. In order to create a productive and successful roadmap towards change, a preliminary stage of scanning is necessary. The scanning process is about taking a snapshot of the current situation in order to create the desired roadmap.
  2. The scanning process evaluates the foundations, leadership, management, structure, professional and general conduct.
  3. The product of the scanning process is a thorough roadmap document that includes information, analysis, conclusions and recommendations, according to DH&A’s approach, as for the measures needed to be taken.

Further information: DH&A – A roadmap to success

 

Crisis management (turnaround management)

  1. The global market brings prosperity and potential growth but at the same time it becomes cruel to the small and the weak. It might cause the collapse of organizations that didn’t adapt rapidly enough to this change (whether products or services).
  2. Crisis management is the process an organization goes through in order to deal with a major threat that might or has already harmed the organization.
  3. Crisis management is usually needed after a failure at risk control procedures and management.
  4. Organizations acknowledging the inner crisis and wanting to fight to survive and prosper go into a turnaround process which is the recovery measure to deal with the crisis.
  5. STOP-TURN-FLY model is the modus operandi that serves the understanding of the measures needed to be taken. The 3 components model stands for: Stop the reasons for the crisis, Change what needs to be changed and Fly for future successful monitored growth and prosperity.

Further information: DH&A – Crisis management (Turnaround management)

 

Change management

  • Change management is a structured approach for ensuring that changes are successfully implemented to achieve goals and KPIs.
  • In the modern business environment, organizations face rapid change. Globalization and the constant innovation of technology result in a dynamic, changing business environment.
  • Due to those processes change is largely derived from external reasons rather than internal ones. Organizations that adapt the quickest to those changes create a competitive advantage. Organizations that refuse to change are left behind. This can result in drastically reduced profit, market share loss or even a threat to their existence.
  • Change management directly affects all levels and sectors of the organization. The entire company must learn how to cope and handle with changes.

 DH&A believes that effectively managed change is based on:

  1. Recognition: recognizing the need, the implication and the pace required.
  2. Mechanisms: Creating the necessary mechanism to recognize, evaluate and take decisions as for the measures needed.
  3. Engagement: All employees of the organization are part of its success and should consolidate in the attempt to achieve it.
  4. Trainings: Training managers in all layers to recognize, evaluate and execute required changes while understanding the consequences and the delicate moves need to be done from time to time.

Further information: DH&A – Change management

 

Think – Tank: Innovative, out-of-the-box solutions to challenges the organization encounters

  1. A Think-Tank is a team of experts, from selected fields of expertise, gathered together to investigate and research a scope of subjects in order to gain new knowledge which will influence the strategy of the organization.
  2. Think-Tanks in organizations is often compiled from external experts and internal key people gathered to bring new knowledge and perspective to challenge current strategies and suggest new ways of thinking and out-of-the-box solutions.
  3. DH&A  comes with a cooperation model for organizations seeking a breakthrough to allow change. What is common and ordinary is already known. Now it is the time for the innovative, out-of-the-box solutions affecting the strategic future moves of the organization.

For further information: DH&A – Think Tank

 

Consulting / coaching executives and senior managers

  1. “Coaching for success” is a state of the art program aimed to bring forward the inherent potential found among the participating managers, which has not yet been demonstrated due to various personal reasons
  2. Coaching, based on reflection and insight, is a relatively new method in the world of management.
  3. Organizations shift their emphasis from control to empowerment and managers are given the opportunity to experience and practice a new paradigm: the view of the manager as the ultimate coach of his people.
  4. Coaching becomes a core managerial skill for managers. Teach, instruct, lead, guide, even nurse, and not just command or order.

Relative program: DH&A – Executives’ coaching program

 

Boarding:

  1. Teamed supervisory/executive/management board is crucial for the success of every organization.
  2. A substantive effort should be invested in teaming board members and discovering their added value.
  3. The quest for an improved board’s teamwork is a significant sign of commitment and dedication coming from its members.
  4. Teaming board members is not a process done by itself but an intended effort done with an external unbiased expert.

Further information: DH&A – Boarding

 

For further information, programs and cooperation call us at DH&A