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We believe that today, our clients do not need ‘advisory or report based consulting’ rather they need ‘results based consulting’.

In a client situation, our role does not end with analysis, diagnosis and recommendation. Gaining traction in a slippery world is about more than just pinpointing the barriers. Winning the race means also getting to the ‘heart’ of executing strategy – helping people overcome their natural resistance to doing things differently.

After we:

  • analyse the business problem,
  • identify the areas for change or improvement, and
  • secure “buy-in” / agreement to recommended way forward,

We help the client with execution, through:

  • detailing the roll out plan
  • solving, or working around, problems that invariably crop up during execution
  • help deal with passive / covert resistance, through increased communication and dialogue
  • monitor progress of the roll out and help make mid-course corrections, if required
  • handhold operating managers through to the last mile, till results are achieved

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Business Performance has three levels (Rummler & Brache, 1995)

Organisation Level: goals or objectives of the company
Process Level: performance required of all processes to achieve organisation performance.
Job Level: performance required of individual jobs and roles to achieve process level performance.

The goals of these three levels are set and can often change within the culture and constraints of the larger business environment and economy.

For building organisation capability and capacity, it is vital that the performance goals of all three levels are first aligned. Then, within the context of the three levels, there is need to organise better, to ensure delivery of superior and sustainable results.

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As credit becomes tighter, consumer spending becomes conservative, markets become more competitive, companies are increasing focus on improving their business performance. They aim to increase their revenue and margins through:

  • Better product and market mix reviews, price optimisation, alternate sales channels or even new streams of revenue
  • Increased operating efficiencies, eliminating or reducing waste
  • Improved turnaround times or service levels
  • Enhanced employee productivity.

This transformation program cannot be achieved in silos. Sometimes silos do indeed come about because leaders at the top of an organization have interpersonal problems with one another. But our experience suggests that this is often not the case. In most situations, silos rise up not because of what executives are doing purposefully but rather because of what they are failing to do: provide themselves and their employees with a compelling context for working together. And yet, these territorial and political boundaries can melt away, in the pursuit of a thematic goal that everyone can identify with and rally around.

We help catalyse this transformation from a “good” to a “great” organisation, through an execution oriented consulting approach, working with employee teams, within the client organisation.

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We believe that our role is to close the ‘gap’ between what our client wants to achieve versus what the business is currently delivering. And take the business to a higher level of performance, delivering better results and returns to shareholders.

We help our clients achieve desired business performance through:

By being involved in all three stages of the performance cycle, we help the company leadership steer the efforts in the right direction.

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Through an “EXECUTION” oriented consulting approach, we are confident of making a positive contribution to our client’s business.

We share the pains and risks of our clients and their journey of transformation. Our commitment to deliver the business results is demonstrated through a ‘Success-Linked Fee’ model, where in a major portion of our fee is linked to improved business results.

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