Client questions drive our action

In times of rapid change, planning is quickly obsolete.  What is crucial is wise decision-making as free from tunnel visions and bias as possible. The test is whether decisions -- in the face of change -- are both smart tactically and build longer term capabilities for recovery and competitive position.

We provide both cost-effective mentoring and traditional advisory services to help overwhelmed business leaders to improve decision making to get more business value from technology. We use a risk-return framework to bridge the business-technology conversation across business leaders, CIOs, CFOs and Risk Officers. This approach is reflected in both our getting started quick benefit and deeper services.

We work with clients who ask good questions as they seek faster and easier ways to fix problems and achieve better business results.

Questions include, How do I:
• Cut cost in a more risk-aware way so I don’t kill capability?
• Invest in the right capabilities to restructure and compete better as we recover?
• Guide my executive team to better use technology to seize more opportunity?
• Improve my enterprise decision-making to be more transparent, informed, accountable and agile?
• Get my business and technology leaders to talk the same language?
• Know if I am getting enough value from technology?
• Use technology to reduce risk to my operations?

• Use technology to help us in M&A?
• Make my organization more adaptable to change?
• More closely bridge business needs and technology capabilities?
 

Services that focus on the fix

We approach these questions with a risk-return, portfolio management-style framework.  This risk-return framework is powerful, and yet simple and familiar.  It is the same notion used by an individual investor selecting mutual funds, same as used by a CFO in investment planning, same used by a Business Strategy Leader or CEO in shifting resources to growth, or by a CIO in balancing IT investments.  So it is familiar, yet powerful.  It is powerful because it helps shape business cases to better use both risk and return data, encourages more explicitly risk-return aware decisions (not just budget-based revenue and cost), and provides a way to balance across growth prospects in various markets (product or geographic).  At ValueBridge Advisors, we use this risk-return portfolio approach as a starting point to accelerate our clients to more advanced learning.

This is used for four reasons:  to communicate across business, finance, technology and risk leaders; to bring more clarity to trade-offs in decisions; to understand both the risk of action and the risk of inaction; and to drive follow-through to better realize business results.

These services are not: technology feature/function, general management, or broad-based organization or personal improvement consulting. It’s not about running the IT shop.

Instead, it’s about running a business that depends on technology. The focus is on the crucial point of helping leaders improve decisions in their enterprises to find "the fix," build cross functional focus on the fix and get better business results from technology. If leaders lack an effective way to select the “right things,” even excellent implementation will not fully recover from the poor initial decision. The laws of project management and organizational learning are against it.

These services are tailored for senior enterprise & business line executives, CFOs, CROs and CIOs. Some services bridge across roles, such as those on the CFO-CIO conversation.
Our unique expertise and independence means engagements are low risk. Importantly, you don’t have to fear the large and entangled deals of mega consultants. This is all about you and your success.

Learn more about the ValueBridge Advisors distinctives.