New Problems: Wise Heads

Business in general and the consulting industry in particular are characterised by a continued and increasing pace of change. To deal with a potentially bewildering array of strategic, governance, performance and operational services organisations of all sizes can often benefit from access to ìheavyweightî outside perspectives and experience at a specific point in time or on an ongoing, but time limited basis. Across the full spectrum of consulting organisations such access is proving a flexible and beneficial resource.

For a publicly quoted business the Non Executive Director is an essential part of the governance framework. The main functions and responsibilities are laid out in the Stock Exchangeís Combined Code, that incorporates the well published Cadbury and Higgís reports amongst others. But, critically, it is about performance and wealth creation as well as conformance.

For smaller, high growth organisations experienced practitioners can help tackle or avoid problems that a young management team is encountering for the first time. What strategies, frameworks and metrics need to be in place to take an organisation from 50 to 500 consultants? What is the best approach to international expansion, should growth be organic by acquisition or both?

Members of a senior management team can benefit from the counsel of part time ìstrategic advisorsî, who can use their depth of functional or sector experience to coach or mentor them through specific issues, but who are not formal members of the Board.

At an operational level peaks of client demand or the need to source a new type of expertise can mean that the associate or interim model becomes a necessary and potentially valuable, flexible model by which to access senior individuals on a contract basis.

David Mitchell, HR Director of Detica Group plc, a highly successful, high growth consultancy and systems integration business, has used a number of strategic advisors to support both business unit management and functional heads. íWe have been very clear about the direction and focus of the business and hence have been able to be very specific about the skills, professional background or sector experience that we need to access and which can add value. As a result the contribution from our strategic advisors has been very significant in helping us develop the Group and meet the challenges faced in a competitive and fast-moving market.

The potential scenarios are endless but the fundamental point is the same. The ability to access specific types of functional or sector experience, personal qualities or commercial expertise when a business needs them in a manner that makes commercial and organisational sense is an important way to add value and/or avoid expensive mistakes.

Prism has long recruited Non Executive Directors and Strategic Advisors through having a deep understanding of its clients and where/how such appointments might add value. To complete this service line continuum we have now established a senior, interim business that can provide experienced mangers for client facing delivery work or for internal requirements.

To discuss how the provision of time limited, senior management expertise on a limited time bases might benefit your organisation please contact Keith Evans, Director at Prism Executive Recruitment on 01784 446 555 or kevans@prismrecruitment.com