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| Title: | Why we work this way | |||
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| Date of publishing: | July 01, 2011 | |||
| Hits: | 3267 | |||
| Category: | Other content | |||
Why we work this way
Message from the founder
Every business model or concept is developed and treasured by an individual who like no one else can describe the essence of the model or concept. We therefore considered a good idea to have our founder explain our way of working in his words.
My job as an academic, financier, entrepreneur and advisor has taken me around the world for the last 15 years and I have been blessed with the opportunity to work with quite a few of the world’s leading firms as well as a large number of younger and/or smaller firms with a strong business model and excellent management teams and who, in their field and space, were and are ahead of the curve.
During that period, I have been able to give a lot and learn a lot in terms of understanding how businesses try to be successful, become successful, how they stay successful, how critical human capital often is in this equation and how hard it is to execute often bullet-proof strategies especially when entering new markets.
I have been in the fortunate position to combine my findings with some of my personal research as well as confront it with research of other scholars and views of practitioners in the field.
The result is the Talitha Executive proprietary model which is reflected in the scheme below. It focuses on the firm and its organizational dynamics, its people and how organizations learn (and forget).
Key in this is the finding that traditional consulting services are either based on the concept of an outsourcing function or the need for an insurance backing by the engaging firm. Although it serves these functions well on most occasions it fails to add (as it does not serve that objective) what most companies need the most: a structural approach to enhanced knowledge-ability and skill development beyond a particular situation, factual setting or moment in time. When trying to achieve that, many issues arise on the horizon as there are: decay of information in organizations, the fact that organizational models are often subject to frequent changes or based on a trial-and-error judgment and therefore deliver subdued results. The fact that innovation in today’s world has become a permanent process and therefore requires almost auto-didactic human capital implicitly assumes time is readily available to develop agility within the collective skill set, an assumption that often doesn’t hold true.
Critical here to add is that learning as a human activity is characterized by the fact that learning without application delivers a sub-optimal result and a rapid decline in knowledge levels. Even combined with the application of knowledge, skills fade out rather fast or become obsolete when applied in a new contextual setting or tested within a cross-functional setting.
It is therefore that the proprietary model brings on board the element of building enhanced knowledge levels combined with skill & competency development but here as a function of the strategic direction and outlook of the firm thereby changing and adding to the firm’s DNA going forward. That in itself is a long-term process reflected in our projects. The results and the application of the model globally have been extremely encouraging and successful both for our clients as well as for our team.
Because of the way we work, we are considered by most of our clients as an extended part of their business.
Although not limited to, our expertise has emerged out of an emerging markets context. Emerging markets are characterized by varying degrees of volatility in their political and economic spheres and known for their institutional and regulatory voids enhancing the need for organizations and business models to be more agile & built to change and adapt.
In today’s world and the way in which tomorrow’s world is gradually emerging, all firms need to increasingly possess those features and characteristics in order to meet the challenges of semi-globalization (competing in a world where distance still matters and some firms shouldn’t go global), where more developed does not longer mean more Western and globalization has gone wild (where everybody virtually competes with everybody and tomorrow’s leading firms will no longer be the usual suspects) each causing forms of permanent turbulence in the marketplace.
Talitha Executive’s small but global team is characterized by:
- Deep sector expertise and global reach
- All professionals involved have at least 15 years of experience in industry, consulting and/or academia
- Global network of experts
- Access to resources of the global Talitha Group firm and network
- Focus on strategic and financial matters
- Massive network of leading experts that are associated to the firm
Kind regards,
Prof. Luc Nijs