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Role of a Strategic Consultant
As enterprises face an increasingly diverse set of constraints and uncertainty, the need for insight and guidance from a strategic perspective becomes critical. The larger and more diverse an enterprise becomes, the more complex its business model becomes while often agility and speed to respond suffers. Strategic consultants assist enterprises and their leaders determine how best to confront uncertainty, risks and challenge sin their core markets while staying profitable for the long-term. This is accomplished based primarily on the strategic consultant's insights and experience in addition to their ability to clearly and convincingly communicate what strategic options an enterprise needs to consider.
Of the many frameworks strategic consultants rely on, the Determinants of Competitive Advantage, Five Forces Model and the value chain are all used extensively to provide insightful analysis that is clearly communicated to senior management. The value chain, created by Dr. Michael Porter of Harvard University, is considered essential for discussions of how an enterprise needs to be re-architected to be more focus on its customers and profitability (Porter, 1980). Inherent in the use of these frameworks...
Strategic consultants who deliver the most value concentrate on redefining their clients; enterprises to make them more agile, resilient to market conditions and uncertainty while finding them avenues for profitable growth (Bryan, 2010). Combining the diverse series of businesses an enterprise may be in to a common vision is how strategic consultants deliver value.
Assisting Clients In Achieving Sustainable Competitive Advantage
The greatest contribution a strategic consultant can make to a client organization is to provide them with insight, intelligence and expertise in defining potentially new ventures while also helping them to streamline existing businesses. By being able to quantify the financial terms of each possible strategy, strategic consultants can quickly and clearly communicate options to the senior management teams that are accustomed to thinking in financial terms including Return on Investment (ROI) (Berman, Knight, 2008). Sustainable competitive advantage is provides to clients by providing them with insights and in many cases, financial analysis of…
References
Berman, K. & Knight, J. (2008). Financial Intelligence For HR Professionals. Boston, MA: Harvard Business Press. Part Eight
Bryan, L. (2010). Dynamic management: Better decisions in uncertain times. The McKinsey Quarterly, (1), 32.
Fernandez-Huerga, E. (Sep 2008). The economic behavior of human beings: The institutional/post-Keynesian model. Journal of Economic Issues (Association for Evolutionary Economics, 42 (3), 709-726.
Porter, M.E. (1980). Competitive strategy, The Free Press, 1980.
Role Development for Advanced Nursing AS HIGH-QUALITY CARE PROVIDERS Researcher -- an ANA-Masters-prepared nurse or Advanced Practice Nurse continues to increase and expand knowledge for her own practice and to contribute to the body of knowledge of her field (CNHS, 2011; Cooke et al., 2008). She applies appropriate communication technologies in transferring her continuous learning to others in the field and related ones. She also initiates the exploration of new knowledge by
Strategic positioning is the positioning of an organization (unit) in the future, while taking into account the volatile environment, plus the systematic recognition of that positioning. The strategic positioning of an organization includes the planning of the desired future position of the organization. On the basis of present and foreseeable progress, and the making of plans to realize that positioning. The strategic positioning method is devised from the business world. The method
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