How Should Flynn Fuller Resell Its Value to Globank?
Jeff Patterson and his team should face the following realities: The number of consultants
GloBank uses is about to drop to one or zero;
Jeff’s friend Bill Holland is in serious trouble; and critical time has been dithered away, perhaps fatally. Thus, Flynn Fuller has only one choice. The team should pitch GloBank as though it were a new account, which involves taking some risks and raising the consultancy’s sights from a divisional to a corporate perspective. To stay in the game, Jeff and his team must immediately establish credibility and trustworthiness.
In their preparatory sessions, the consultants must directly, personally, and intellectually take on Frank Maloney’s challenge of quickly reversing GloBank’s financial and market-share losses. Realistically speaking,
Maloney has only about six to 12 months to improve GloBank’s performance before organizational openness to change disappears and disappointment with his performance sets in.
CEOs in his situation desperately need— or, at least, deeply appreciate—clear, reliable, unbiased help in identifying, confirming, or refuting hypotheses about the challenges they face. Maloney may welcome consultants who are willing to say the brutally honest, politically incorrect truth. At the same time, it’s obvious that Maloney harbors serious doubts about consultants, so Jeff must prove his worth, despite feeling that having to do so is unfair. How, then, do Jeff and his team show themselves worthy of Maloney’s trust? In short, Jeff must review his firm’s decade of projects and demonstrate past and prospective value creation for GloBank with six slides that will easily cover the one-hour discussion.
The first two slides should consist of a table listing projects in rows and accompanying columns of recommendations, qualified and qualitative earnings, growth and sales results, issues or problems, and hindsight comments.
The main point of this chart must be that GloBank has
GloBank uses is about to drop to one or zero;
Jeff’s friend Bill Holland is in serious trouble; and critical time has been dithered away, perhaps fatally. Thus, Flynn Fuller has only one choice. The team should pitch GloBank as though it were a new account, which involves taking some risks and raising the consultancy’s sights from a divisional to a corporate perspective. To stay in the game, Jeff and his team must immediately establish credibility and trustworthiness.
In their preparatory sessions, the consultants must directly, personally, and intellectually take on Frank Maloney’s challenge of quickly reversing GloBank’s financial and market-share losses. Realistically speaking,
Maloney has only about six to 12 months to improve GloBank’s performance before organizational openness to change disappears and disappointment with his performance sets in.
CEOs in his situation desperately need— or, at least, deeply appreciate—clear, reliable, unbiased help in identifying, confirming, or refuting hypotheses about the challenges they face. Maloney may welcome consultants who are willing to say the brutally honest, politically incorrect truth. At the same time, it’s obvious that Maloney harbors serious doubts about consultants, so Jeff must prove his worth, despite feeling that having to do so is unfair. How, then, do Jeff and his team show themselves worthy of Maloney’s trust? In short, Jeff must review his firm’s decade of projects and demonstrate past and prospective value creation for GloBank with six slides that will easily cover the one-hour discussion.
The first two slides should consist of a table listing projects in rows and accompanying columns of recommendations, qualified and qualitative earnings, growth and sales results, issues or problems, and hindsight comments.
The main point of this chart must be that GloBank has