TRAINING SOLUTIONS

Consulting in Management and Strategy

ORGANIZATION PROCESS, SYSTEMS AND STRUCTURE

Our consulting teams examine and redesign the organizational structure – if needed. We can develop detailed diagrams and charts, as well as job descriptions. Wewill alwaysdesign the organizational structure without ever destroying or harming the existing working relations, the collaboration patterns, and the socialization habits.

Our work includesthe division of tasks and responsibilities among people, the grouping of tasks and people in units, the optimization of communication flows and of collaborative relations.

 

Our purpose

The purpose of structuring is to ensure a stable and dynamic framework for the effective functioning of an organization in order to best achieve its goals: through optimizing organizational systems, decision making systems, control and evaluation system etc.

 

Benefits

We collaborate with our clients to avoid lack of coordination, prevent conflicts and design various flexible systems for smoothing communication and internal information transfer.

Our experts use many techniques and methods to improve organization structure and processes, such as process re-engineering that focus on redesigning business processes.

Business Process Re-engineering is vital to dramatically increase organizations efficiency and effectiveness. The process includes the following activities:

  • Analyzing the various functions and management systems of the company (the Financial management system, the HR management system, the Marketing management system, etc…)

  • Creating or upgrading the corporate identity.

  • Redefining  - sometimes from scratch – the understanding of the business or the structure underlying the organization.

  • Developing comprehensive business plans for 2 to 3 years ahead.

  • General purpose organizational consultancy: Helping the company to analyze and evaluate its current structure or to redefine it. It also helps you to create new departments, new Mission and Vision Statements, helping also to implementing them.

 

DECISION-MAKING SYSTEMS AND PRACTICES

In many organizations it may be the decision-making process that causes trouble. For example, excessive centralization of the decision may deprive the organization from the flexibility needed to react to new market opportunities. On the other hand, too much fragmentation of processes and responsibilities make quick decisions extremely difficult.

Our services assists organization to develop a strong decision making process by

  • Classifying decisions: which ones need to be decentralized, which ones need to stay centralized.

  • Dividing responsibilities and decentralizingdecision-making and authority

  • Usingstate-of-the-art decision-making techniques, models and formalized procedures

  • Developing organization structure and policies

  • Controlling the implementation of decisions

 

STRATEGY

Strategy was originally a military term, defined in the Oxford English dictionary as: “the art of a commander-in-chief; the art of projecting and directing the larger military movements and operations campaign.”

Strategosin Greek means military general or army leader

Since 1955, Peter Drucker emphasized the importance of strategic decisions, which he defined as all decisions made to fulfill pre-defined business objectives and to design the means to reach them.

 

Our approach

We apply strategic thinking in our daily activities, and strategic consulting is our core business: many training materials and consulting services developed by NBTS derive from a strategic perspective.

NBTS is aiming at specifying organization objectives, assessing the external and internal factors that affect an organization, anddeveloping plans to achieve objectives.Finally, we support our clientsin executing their strategies by providing skills, information and best practices.

 

MISSION & VISION

We have a long experience in supporting people and businesses to express their mission and sharpen their vision. We believe that,without a clear mission and a strong vision, the company is unlikely to succeed in today’s business competitive environment.

Several key questions are central to the development of a mission and vision

  • A clear definition of what is our business.

  • Who are our clients?

  • What is the value to convey to our clients?

  • What should be our business in the near future?

(Re: Professor Peter Drucker)

 

BUSINESS ASSESSMENT

“Nothing focuses the mind better than the constant sight of a competitor who wants to wipe you off the map.” – Wayne Calloway

Many organizations fail to compete due to lack of information about external and internal factors affecting their sustainability and growth.

 

THE EXTERNAL ASSESSMENT

The external assessment(environmental scanning or industry analysis) focuses on identifying and evaluating trends and events beyond the control of a single firm, such as increased foreign competition, population shifts, aging society, people’s fear of traveling etc.

An environmental scanning reveals key opportunities and threats confronting an organization, so the management team in collaboration with the right consultant can formulate strategies to take advantage of opportunities and avoid threats or reduce their impact.

 

THE INTERNAL ASSESSMENT

The internal assessment focuses on identifying and evaluating the firm’s strengths and weaknesses in the functional areas of business, such as: management, marketing, finance/accounting, production/operations, research and development, and management information systems.

All organizations have strengths and weaknesses in any of their functions. None is equally strong or weak in all areas. Organizations’ objectives and strategies are established with the intention of capitalizing upon internal strengths and overcoming weaknesses.