What We Do
We focus on enabling vital business relationships for clients and service providers.
Our clients engage with us when they need to improve a vital business relationship. It might be broken, under stress, or working reasonably well but not achieving its full potential.
Our clients come to us because they know we have particular expertise in developing effective relationships, and because they know they will get objective analysis and straightforward advice.
Because our diagnostics and assessment tools are underpinned by best practice, informed by GBPA’s research-led Discovery programme, organisations can confidently assess the state of critical aspects of their key business relationships and identify and agree the actions to achieve their goals and develop more effective relationships.
Case Studies - some examples of our work.
1) Putting Customers First to Achieve Outstanding Customer Service
A leading Fund Management business decided to outsource its customer contact services to its existing provider of investor record keeping and data management services. A decision not taken lightly, as the experience of interfacing with a fund manager's customer relations team is a key influencer of investor confidence in the institution.
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2) Ensuring Pharma / CRO relationship is fit for strategic alliance
A Pharmaceutical company (Pharma) chose a clinical research organisation (CRO) with whom they wish to build a value-adding alliance. Both parties were eager to learn from the relationship that predated this potential alliance.
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3) Building value-adding IT outsourcing relationships
A global multinational conglomerate had successfully used its purchasing power, prestige and leadership in IT outsourcing to secure highly beneficial terms with its IT suppliers. However, even after years of working with the client, the suppliers (from India, the Americas and China) did not understand.
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4) Enabling high performance collaboration
The Owner and Contractor Project Controls teams working in a mega Oil & Gas project appeared un-responsive and consistently produced poor quality product during the early stages of the project. There was a lack of recognition within the contractor team that controls were not functioning as they should be and the owner team was compensating for the shortfall.
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5) Preparing to standalone prior to sale
The major infrastructure operator needed to prepare part of its organisation to be able to function separately from the main organisation so as to facilitate its subsequent sale to another operator. This required careful collaboration so as to disconnect cross-functional corporate systems, work processes and operations while maintaining the working operational environment.