Consulting

There’s an old saying that goes: “He who doesn’t know the destination, can’t find the way.” When the decision is made to get Serpil on board as a consultant, it means that there will be a lot more decisions to make. At first, there’s the foundation, which means selecting and synchronizing the right tools. Does the company already work with a target card? Which tools are generally used for making decisions? Does the client make use of SWOT analyses in order to weigh both strengths and weaknesses, opportunities and threats? What about portfolio analyses? Cost leadership? Balanced scorecard? Is revenue your only key performance indicator or do you also record other relevant KPIs? Or are we starting from scratch so to speak? Is there a possibility to build suitable tools for the company?

The consulting starts where the workshops and training sessions reach the limit of their potential. Business coaching involves one-on-one cooperation. Consulting concerns the company. Yet sometimes you can save time by having the experts tip the scales with their knowledge. Often it simply makes more sense to focus on getting to the root cause of the problems rather than tinkering around trying to treat the symptoms.