Many clients despite being experts in their industries, struggle
to determine the right future course, the strategy, because
of a range of constraints. An independent view and a set of
methods to overcome these constraints can help to unlock their
potential vision.
TMC’s primary skill is fulfilling this role of the vision-creator
or strategist.
We employ a variety of creative methods, learned from years
of experience doing this, such that we can be used on one-off
or a programme of sessions. We are particularly useful when
we can apply our specialist sector knowledge in healthcare and
insurance. We try very hard to bring ideas as well as challenges,
through homework and ensuring groups of different personalities
gel to best effect.
Characteristically as facilitators, we force ourselves to go
further to meet the reality for most senior development teams,
namely that of achieving good returns over both the short and
long terms. We do this by identifying and then assessing the
comparative values and risks of a doable number of solutions,
usually a mixture of ‘low hanging fruits’ and ‘big
hairy ambitious goals’.
In many cases, as relationship trust develops, our services
are extended to cover the transition from strategy to realisation.
Examples of these acceleration activities are:
- injections of senior team implementation coaching
- large customer identification and initiation
- strategic and distribution partner sourcing and execution
- mergers, acquisitions and disposals
- capital raising
It is central to TMC’s business model not just to get fees
for advice, but to actively share in risks and rewards.
We want a tail of benefits over time if we help to create them.
This could either be in the form of commissions (distribution
arrangements) or equity options (IPO’s and other fund raising),
as seems appropriate.
To back up this financial model we have needed to create a
very particular approach that gives us the best chance of
succeeding in our mutual goals. The key elements of this are:
- a good fit between the risk/reward approach of client and
TMC at CEO level
- a strict conflict of interest and confidentiality rules
- an expert-based, hypothesis-driven approach to save time
- thorough intelligence collection (where often little is known)
- rigorous ongoing client-consultant debate
- innovative and viable strategies
- direct and concise summaries for leaders, and explanations
for doers
- proactive and complementary follow-up to get results
- low cost culture
