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What Mungo Dunnett Associates delivered Business Efficiency: summary of strategic and operational strengths and weaknesses, with key improvement areas addressed as follows:
Team structure: assessment of the job roles, and overall effectiveness, of Senior Partners and Project Architects, with findings and recommendations as follows: Ambiguity
regarding key responsibilities and deliverables
of senior staff Activity
driven largely by habit and personal preference,
without people being allotted the tasks they
were best suited for Recommendations
for internal streamlining, based on certain
client and administrative activities being seen
as of critical importance, and others being
relegated New job descriptions and personal responsibility/accountability for Senior Partners, cascading to Project Architects, Designers and Technicians
Database and Management Information: insufficient hard data to support decisions regarding client servicing, pitches, and areas for further investment, as follows: Timesheet
management poor: no consistent method, and the
resulting information not producing robust
profit data Projects
not adequately understood in terms of their
actual profitability Pitches
not adequately understood, both in terms of
their actual cost, and the reasons why pitches
were unsuccessful Created
full client profitability, indicating true cost
to service hitherto ‘key’ projects Created
full understanding of pitch costs Recommended formal client database, linking the existing accounts package with project plans, to draw together project information and key financials Communication with clients and prospects: assessment of current means of prioritising clients and prospects, and remaining in contact, as follows: Client
communication currently limited to informal
‘networking’ by certain Senior Partners Focus
was heavily on professional clients, not
personal clients Client
focus not being driven by robust understanding
of their potential (and past) profitability Created
regular series of relevant, industry-specific
communications Prioritised
clients using profitability database, allocating
clients into three tiers of commercial
attractiveness Identified
key private clients for inclusion in mixture of
networking and specific communications Put in place evaluation mechanism to determine ongoing effectiveness of client communications and networking |
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