|
|
At Redline Advisors Inc., we understand that today's business leaders are continually faced with complex decisions. Sit in the pack too long and the race passes you by, but press too hard and you run the risk of spinning out of control. Getting all of the pieces aligned and moving in the same direction is critical. Our job is to help our clients do just that.
Redline Advisors Inc. works with large corporate clients from the energy, petrochemical, forestry, construction, engineering and industrial service sectors. Redline's Founder and President, brings over 25 years of strategic management and performance consulting experience and has provided advice to hundreds of senior executives, plant managers and business leaders across North and South America.
We advise clients on a number of relevant organizational issues related to corporate strategy, performance measurement, customer satisfaction, change management, leadership and executive development, organizational decision making and resource optimization.
Our approach is unique. Redline Advisors Inc. incorporates proven scientific methods and a holistic process to the study of individual and organizational performance, by focusing on three core areas:
Strategy: We work with companies to assess and articulate clear corporate strategies that foster a strong understanding of direction and build momentum towards clearly defined results.
Structure: We align organizational structure and communication channels to ensure effective decision making processes and streamlined performance.
People: Through effective talent pool management, we ensure organizations have the right people in the right roles and that they receive the required mentoring and support to achieve success.
By linking strategy, structure and people, Redline Advisors Inc. strengthens organizational performance and builds results driven companies.
The mission of Redline Advisors is to assist each of our clients in defining a viable vision and to strengthen their people, organizational performance and customer satisfaction.
Redline Advisors strongly recommends a holistic approach to dealing with complex business strategy, technology, human and organizational issues. We focus on the alignment of three critical areas: people, strategy and structure. Our integrated approach employs 10 determinants of performance.
Clients looking for significant change and sustained results will typically work with Redline in an intensive manner for 12-18 months, and subsequently, in coaching and mentoring as required.
Our approach and tools are FLEXIBLE and SCALABLE including:
- A well defined project management approach to organizational improvement
- Coaching and mentoring approach, working with selected client staff on key determinants of performance
- Workshops and seminars to open minds and reframe our clients’ thinking about any or all of the 10 determinants of organizational improvement.
Our partners and associates are committed to getting results for our customers.
- We listen to and understand our customer needs and expectations.
- We encourage straight talk about problems, opportunities, solutions and how improvement will be measured. We confront lies and half-truths about performance improvement.
- We deliver solutions that fit within our client means and timelines; and our methodologies are designed to get at the crux of the problem holding you back, not just deal with the symptoms.
- We confirm (measure) progress and results.
- We close any gaps.
(NOTE: Please be patient with us, we ask “why” a lot. Change is often frustrating and irritating. If you don’t get out of your comfort zone, you don’t get results.)
The generic, recurring theme for almost all of our clients is that they want to significantly improve organizational performance and add or create value in their organizations, without adding unnecessary work and expense. There are a variety of scenarios when this theme emerges:
- Demand for products and services is, or will, outstrip current capacity. A nice problem to have, but one that few organizations manage successfully. It’s easy to add machine or process capacity, quite another to come up with the right people, roles and organization structure.
- You (as a senior leader) believe that the most persistent challenge to improving your organization lies with people and leadership.
- Your organization does not employ throughput and constraint management thinking.
- Markets are strong, demand is good…but something is wrong and you can’t seem to figure out what. We’ve identified 10 determinants of performance. One or more of these likely need attention and it’s quite possible that the current management team is too close to the problem.
- The complexity of technology and business processes is exceeding the ability of operators to operate. Risks to the business are increased. The tendency is to become a more reactive (“fire fighting”) organization.
- There has been a significant shift or change in the external or internal environment of the organization (e.g. rise of the Canadian dollar).
- There is obvious conflict among key managers. Or maybe division “silos” are alive and well and improvement initiatives are silo-based rather than cross-organizational.
- Morale or turnover problems.
- Product design is falling behind the competition.
- Processes take too long, there are quality problems, and/or costs are too high.
- Customer complaints are frequent.
- Mergers and acquisitions. Strategies, structures, roles and people all need to be realigned.
- Stock exchange offerings and listings. These events invariably add new roles and responsibilities to organizations, yet rarely are these events handled well.
- The wrong people are in the wrong jobs.
- Your business has made lots of investments in technology and other assets, but there has been little or no attention to how you listen to customers and employees.
- Investment in training is not delivering results.
|
|
