This website is designed to make it as easy as possible for you to find relevant information that you need for your role. You can search according to your job function or title to find content directly related to your business needs across our three key business areas; Consulting, Technology and Outsourcing.

Click on the following list to go to information most relevant to your job title or role:

• Marketing

In the current climate, finding the right balance between operational efficiency and delivering what customers truly value is a complex matter. Now more than ever, getting this right is crucial to your organisation’s success.



• Sales

The last 5 years has seen unprecedented change in the world of sales. It is not so long ago that a well known beer company employed retired local sports men and women as ‘brand ambassadors’ to prop up the bars in their home town and buy people drinks as a way of promoting the brand. Today the same salesforce are using a structured 4 stage sales approach supported by a well known sales force automation tool to help them plan, execute and track opportunities to grow the business - and as a result realised a 14% increase in sales.



• Customer Service

Keeping the customer at the heart of an organisation’s decision making is never more important than when spending slows down or comes under increasing scrutiny. Acquiring new customers costs more than retaining those you already have, so how your customers feel towards your organisation is crucially important.



• Finance

The economic downturn has thrust the finance and accounting functions of every organisation into the spotlight, giving those with responsibility for these functions a vital role in piloting their organisations through the toughest of financial periods. At any time, the business leans heavily on its finance function, but in the current meltdown this dependence is particularly pronounced.



• HR

There is no more tangible manifestation of the economic downturn than mass redundancies and unemployment. As millions of people around the world face up to this fear, the role of Human Resources inside organisations becomes ever more important. All organisations are the sum of their people, but in times of crisis, the effectiveness of HR strategies can make all the difference between success and failure.



• Supply Chain

No organisation exists in isolation; all are connected to partners, suppliers and customers. Large organisations often have intricate supply chains made up of hundreds of companies of all sizes from large global companies to small and medium enterprises (SMEs).



• Procurement

The first response to an economic downturn by many organisations is inevitably an examination of costs with a view to seeing how much can be squeezed out of them. While this often manifests itself in the dramatic form of job cuts and headcount reductions, longer term benefits can be obtained by focusing on the procurement function of an organisation where both cost savings and productivity gains and efficiencies can be achieved.



• Technology

In today’s economic climate it’s more important than ever before for organisations to cut costs while ensuring that they are making the most effective and efficient use of their current technology infrastructure, from data centres through mobile computing and converged networking technologies, to the governance of that infrastructure, whether it be managed in-house or outsourced.



• Chief Risk Officer (CRO) Agenda

Taking risks is an essential part of life and of business. Successful organisations are the ones that can ride out a near constant state of transformation – which in turn means handling a near constant level of risk.



• Chief Operating Officer (COO) Agenda

In a period of economic turmoil, the role of the COO is ever more important. Dramatically changing market conditions and volatile trading conditions mean that organisations need to be agile in order to respond and ride out the storm. While CEOs are engaged in short and long term strategic planning and re-shaping business strategy, the COO needs to be able to put the latest iteration into practice in the real world. It is the COO who takes the theory and makes it real.



• Chief Executive Officer (CEO) Agenda

Delivering stakeholder value in uncertain times.

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