Vision Forward works in partnership
with our clients to ensure success during and after our engagement.
Our services are typically rendered in three main categories:
Action Planning,
Implementation Management,
and Implementation Support.
Action Planning. Our action-oriented
planning process helps clients define their goals and align management.
Implementation Management.
Implementation focuses on working with management to create tactical
steps toward critical goals and objectives.
Implementation Support (Market
Analysis, Business Development, Best Practices). As managers and
staff carry out the implementation process crafted with Vision
Forward, some executives require additional follow-on support
and analysis. Thus, our Market Analysis, Business Development/
Partnership Strategy, and Best Practices services fall under the
category of implementation support. In addition, Vision Forward
has strong alliances with sister companies offering PR, financial,
competitive analysis, and marketing services.
Selected case studies are below. Additional
case studies, as well as work samples, are available upon request.
Email Vision Forward
for more information.
ACTION
PLANNING
A
leading US nonprofit organization targeting a niche
demographic was evaluating a new service concept focused
on civic service. Executives in the organization were
tasked with major responsibilities and required assistance
with up-front planning and implementation. The Vision
Forward team worked with the executives and their
staff to establish action-oriented priorities and
timelines as part of an internal operational plan.
Our team also prepared a “buy-in” document
used to explain the new initiative to key personnel
from whom support was required. The association executive
director tapped the initiative to become one of the
three major strategic priorities over the long-term
and a budget for $3,600,000 was appropriated for piloting.
ACTION
PLANNING
Despite
significant annual increases in sales, the senior
management team of a small family business faced major
business concerns including staff effectiveness, stalled
business development projects, sales growth, and general
lack of process or control. Vision Forward executives
spent several days with the team prioritizing and
developing immediate action steps for all of the most
pressing issues. These action steps were placed on
a timeline and implemented in the course of a longer
term 2002 plan. One month after the sessions with
Vision Forward, the company was on track to complete
all of its major priorities. During the fiscal year,
all objectives were successfully achieved. The Vision
Forward team recently supported the client’s
FY 2003 planning process with similar success.
A
reputable government contracting organization in the
DC-area was preparing to gather senior management
for its FY ’02 strategy and planning session.
2001 revenues were negatively impacted post 9-11,
and the CEO needed to jumpstart his management team
for 2002. The company faced several challenges. Past
plans neglected to reflect the input of key management
and the plans were rarely implemented. Further, in
the wake of the slowed revenues, many employees doubted
their job stability and productivity was affected.
Vision Forward led the senior management team through
a planning process which specifically dealt with not
only FY ’02 revenue and profit objectives, but
also the staff’s morale and lowered productivity
levels. At the end of the process, the team had their
“marching orders” for 2002 in the form
of measurable and clarified goals. Several key processes
within the company were restructured to allow for
accountability tracking, as well as an enhanced HR
function. In addition to this, one month later the
company reported increased morale and productivity,
as well as a greater clarity among team members about
expectations for their role in achieving annual sales
goals.
A global consulting firm
wanted to increase its revenues and efficiencies without
employing additional staff. After a planning and prioritization
session, Vision Forward executives established a plan
management process wherein objectives were systematically
reviewed for progress. Our team supported staff through
the steps of determining an area for improvement within
the company, establishing an internal department to
support the senior-level sales executives, training
proposal writers, creating record-keeping and data
control systems, and orienting salespeople to the
new system. These changes resulted in a short-term
productivity/sales increase of 17 percent, and a 33
percent increase the next year.
A regional nonprofit organization
was not accomplishing its goals. This was namely due
to the Board of Directors which suggested, but rarely
acted upon, development initiatives. After an initial
planning session, our team re-organized the board into
divisions and instituted a process for task assignment,
follow up, and measurement. As a result, several key
ideas were implemented in the state and the organization
was later invited to represent the Commonwealth of Virginia
at the White House Conference on Aging.
A leading provider of US nursing care was considering
a new line of business. Vision Forward executives
spoke with a panel of experts regarding the new service
concept. In addition, intelligence was gathered on
companies that had tried the same business concept
and failed. Last, Vision Forward executives surveyed
employees in the client organization who were some
of the leading experts in the aging industry. Among
other findings, the analysis supported the continuation
of the project in three years when key demographic
changes took place in the target regions. The findings
saved management an estimated $2,000,000 over the
next two years.
A leading mail-order retailer was considering a new
strategy for its call center/CRM functions. The CRM
centers were busy during peak season in the fourth
quarter, but comparatively slower other times of the
year. A study was conducted to assess, analyze, and
then target potential partners who might use the CRM
assets during the client’s slower quarters. Contacts
were made with other mail order and e-commerce companies
that used third-party service providers. Best-in-class
CRM service providers were contacted as a benchmarking
exercise. As a result, three specific partnership
opportunities were identified. In addition, the benchmarking
document was used by the client as a sales tool during
partnership discussions.
Five companies in the construction industry expressed
an interest in engaging in a Best Practices Forum.
This meant that Vision Forward would facilitate the
sharing of information about best practices and key
challenges among the companies. As a result, each
could benefit in its own regional market. First, Vision
Forward team members developed a list of priority
areas by speaking with the participants. The companies
were then interviewed by our team on all aspects of
business operations including financial, sales and
marketing, PR, fleet management, HR, and administrative.
Our team then analyzed the data to establish critical
best practices and key challenges in each major category.
Participants left the forum with key takeaways to
implement in their own businesses. As a result, all
five companies noted that the Best Practice Forum
radically improved their business in measurable ways.
ACTION
PLANNING