What Is Your Engagement Process?

Napoleon once said regarding the enemy's resources "My calculations are based on more exact data, upon mathematical inferences. In the last resort, no one has more than he can have."

Being an ex-military myself, I totally agree with Napoleon, and coming from an engineering background, I keep my operation meticulously precise. It keeps me in check and on track, and gives my clients the biggest bang for their bucks.

Sadly far too many projects go sour because people prematurely jump on developing solutions which eventually fail to address the root cause of the problem because the solution was developed based on the symptoms for two reasons...

1. Clients demand instant solutions from their contractors: "I tell you what the problem is. Just give me the solution right now!" I've just had a prospect who refused to give me a budget to work with. When I asked what happens if the solution ends up above budget, his response was, "Then we fire you and hire someone cheaper."

2. Consultants, smelling the money, want to please their clients to win the contract, so they promise the sun, the moon and other galactic bits and pieces, including a battered copy of the notorious Hitchhiker's Guide to the Galaxy.

According to a study by McKinsey & Co...

• 75% of solutions don't return a profit to the client company


• 50% of solutions don't deliver the expected value

And this happens when companies prematurely jump on the solution, which may be a nice solution but they missed the diagnosis phase, and developed a solution which doesn't solve the problem on hand.

Therefore to make sure my clients get the highest return on their investments, my work, just like any good doctor's work, is pretty diagnosis-heavy. As the saying goes, prognosis without diagnosis is malpractice. As the saying goes, you can't build a house from the roof down. You must start with the foundation. In my work diagnosis is the foundation.

So, let's see the process...

Stage 1: Discovery - Value Assumption

The Discovery stage is about research on your company and preparation for the first meeting. Then we expand the process to establish whether or not we have a beneficial basis for working together based on mutual trust, respect and peer-level candour. You trust me that I do my best to help you, and I trust you that you have the ability to use my expertise and pay for my help and support. We discover whether or not there is a match between your opportunity (project) and my expertise and interest. I work only on interesting, sexy projects.

At this stage we also mutually decide whether or not we want to continue the relationship. The Discovery stage also provides us an opportunity to experience what it feels like working together. I like working with smart people who can make their own decisions based on their own first-hand experiences. This approach makes sure that our relationship is governed by mutual trust and respect.

Stage 2: Diagnosis - Value Agreement

Discussing the symptoms you experience and what initiated the request for my help. We discover what causes a gap between the current and the desired conditions. This is a process of "hyperqualification" during which we establish all qualitative and quantitative impacts of your problems. This is a detailed diagnosis just like doctors do for their patients. You must understand that what you experience, more often than not, is a symptom not the root cause.

For instance, if you suffer from lower back pain, the cause may well be referred pain from tight hamstring muscles. The real problem has nothing to do with your back. Just because your sales are down, your people don't necessarily need more sales training or you don't necessarily need more salespeople. Once we know all the symptoms we can start drilling for the underlying causes.

One word of caution. This is NOT a needs analysis where glib salespeople eventually conclude that you should buy their stuff whatever the outcome is. Diagnosis is about defining whether or not change is necessary, whether or not you are ready, willing and able to change and whether or not to change with my help to achieve the new conditions. It's about establishing and accepting the symptoms you're experiencing and deciding whether or not you want to eliminate those symptoms. It's not about buying or selling anything. It's about change.

A doctor doing needs analysis asks, "Why do you need Tylenol?" The doctor has already decided to prescribe you Tylenol, but asks a few questions to camouflage his hidden agenda.

But a doctor doing diagnosis asks, "What makes you come here?" The doctor has no agenda for the solution.

In the diagnosis process we focus on establishing three kinds of values...

1. Direct numbers: Establishing direct, easy-to-calculate values.

2. Indirect numbers: Establishing indirect, estimated values.

3. Lost opportunities: Establishing values that cannot be realised unless and until the symptoms and the root causes of the symptoms are eliminated.

Using this method we establish both some numbers and trends within your company. For instance, it's hard to quantify morale but if there is an downward trend, that's a big enough problem even without exact numbers.

Our diagnosis also includes measuring the assumptions about your problems and quantifying the actual cost of the problem. This is a collaborative effort that evolves into allowing you to make an intelligent and informed decision as to whether your need to change at all.

Stage 3: Design - Value Development

At this stage we collaboratively develop a valuable solution to the real problem in such a way that the problem not only gets solved but remains solved long after I'm gone. The key is not to catch you a fish and feed you once but enabling you to feed yourself whenever you get hungry. Two drastically different approaches. Again, please understand this is joint effort, not a "do it for me" effort. It's your business and I can't run it for you.

There is an important distinction here. An optimal solution is not about selling you my services. Not at all. It is a series of smaller services you might need to solve your problems. And I may or may not be able to offer all those services. Nevertheless, we can design a course of action, just as the doctor does...

"At this point you need to start exercising three days a week, and I recommend you to seek out a fitness trainer to design a customised exercise regimen and to teach you how to perform the exercises correctly."

The Design stage also includes the development of some alternatives just in case. By the end of the Design stage we develop a document of diagnosis and rough sketch of the solution. The key is that the solution remains flexible. Remember, your tactics must be subservient to the your strategy. It's not how quickly you climb (tactics) the mountain, but whether or not you're climbing the right mountain (strategy). You can't win a race by just running fast. First you must run in the right direction and then add speed.

Stage 4: Delivery - Value Creation

In this stage we implement the designed solution with constant measurement, and improvement. We are working on a flexible implementation plan and adjust the plan for optimum results as we go along. It's not the plan but the desired results that are carved in stone.

For some, this process may seem to be a bit slow. Yes. The great advantage is that we test solutions on the drawing board before pouring money into it. Some people talk about "Ready -> Fire -> Aim". The problem is that if your aim (tactic) is repeatedly incorrect and you run out of ammunition (money), you have no more shots left. Rather sooner than later the enemy will blast your arse straight to Kingdom Come.

The "Ready -> Aim -> Fire" sequence is just fine. You just have to make sure that you actually fire at one point and don't keep aiming forever.

Don't get me wrong. I'm not a procrastinator but I also hate rushing to premature solutions when someone's livelihood (that's what's your business is really) is on the line. I may be slower than some so-called gurus because I prefer to err on the drawing board. If the calculator or the spreadsheet winks at us a "project over budget, mate!" message, then we re-check our plan. But when we get the same message from your accountant or - heaven forbid - your banker, then we're in deep shit.

I'm all for positive mental attitude and prudent risks, but just because I skydive you couldn't convince me to jump out of the plane without a chute, catch it in mid-air strap it on, open it and land. I'm not that brave. Or maybe not that mad. Similarly, I'm not brave enough to peg a project's success on sheer gung-ho and rah-rah type motivation. I prefer some cool-headed calculation and planning to make sure we're doing the right thing and successfully complete the project.

I've found that this diagnostic approach helps my clients to take ownership of both the problem and the solution. This enables all your employees to buy into the change initiative. They understand what the problem is, what the solution can mean to them, and they will be on board with you to see that change process through with maximum commitment and dedication to the improved condition.

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