Speaking with a master pianist recently, we learned something. You see, anyone can play piano. Play a Mozart piece after one year of piano lessons and the tune is there, it just sounds like “click, click, click.”  Play the same piece after Year 2, and it sounds a little better, “click, click, click, flourish. Fast forward to Year 6, and it sounds different, more mature, “expression, flourish, expression, click, click, flourish.” By Year 11, the student is a master, and nearly the entire piece can be played with expression and with flourishes, hardly a “click” to be heard. From here, the pianist continues to grow and expand their repertoire, learning to play different pieces in different moods, with different expressions, masterfully, with never-a-missed nuance.  What we learned was that, as is with piano, so too is it with leading a re-organization and transformation.

The first-year consultant can deliver “click, click” and the sixth-year consultant can deliver a program that flows better, is more “tailored and reflective of the situation.” Competency of the art of re-organization and transformation takes a decade of practice.  True mastery - where one can enter a situation, with confidence and poise, being able to build trust quickly, being able to understand and explain to others the lay of the land, to ask the right questions, and formulate a plan in a matter of hours - well, that takes decades of practice. 

Grahampton led its first re-organization and transformation in 1993, 27 years ago and our repertoire has been growing ever since.  

• Business Case for Change 

• Situation & Asset Analysis

• Comparable Business Research 

• Target Setting

• Stabilizing & Rightsizing 

• New Operating Models

• Organization Re-designs

• Strengthening Core Business Processes

• Launching new Marketing & Sales Efforts

• Modern Management Systems 

• Growing a New Core

The more complicated they are, the more we excel.

It is a combination of our professional market research and our long operating history in emerging markets that make us lean in towards the more complex and challenging the transformation efforts. We are the team that clients have turned to when others who offer cookie-cutter approaches fail or come up wanting.

Chief strategist & chief operator perspectives.

In the situations where our teams have been asked to lead, there has never been time, space or budget to have multiple teams - one on just strategy, one on just operations.  We possess the rare combination of both the chief strategist’s and the chief operator’s perspective.  So are outputs are in simple terms: both smart and practical. 

Diplomacy, maturity and the ability to champion. 

We believe in the criticality of having a technically-accurate, research-backed plan.  But great plans are only part of the transformation solution.  It has been our experience that mature leadership; diplomatic while at the same time, provocative, compelling and charismatic is equally important.  If our team leaders can’t sell your vision, who can?