At BTG, we help clients address all sorts of business problems.
Here are 3 of the most interesting challenges we saw this April…
Voice of the customer
A global financial services company was transforming the way it made decisions about product development and funding. The goal: to more tightly incorporate customer feedback into the process. The challenge? The team lacked the expertise to complete the transformation, and it was taking too long to find a permanent hire with the right experience.
BTG put together a plan that would enable the client to move quickly while still laying the groundwork for long-term success. We assembled a tight, 3-person team headed by a Voice-of-the-Customer expert. With support from 2 junior consultants and selected internal team members, she developed and execute the new methodologies. Once the processes were in place, the client was able to rely on less experienced resources to maintain them going forward.
Strategic project management
In an effort to overhaul its quality assessment system, a F500 Life Sciences company had assembled a working group of high-level execs and experts. Without a Project Management Office to guide them, however, the project’s leaders were worried about their ability to stay organized. They turned to BTG.
BTG delivered a highly skilled project manager to keep 15 different workstreams on track. Trained at E&Y and with extensive experience in pharmaceutical post-market surveillance, he helped the group anticipate potential pitfalls and stay ahead of deadlines and deliverables.
Entering an adjacent space
A financial services company needed to evaluate a go-to-market strategy for an adjacent space. Where were their strengths and how could they be competitive across different geographies? More importantly, how could they set smart boundaries on what might otherwise be an almost infinitely complex research and planning process?
BTG proposed an iterative solution. First, we identified a project lead — an ex-McKinsey Engagement Manager who had also served as VP of Strategy for a F500 financial services firm — to focus the project on the most promising geographies and the most pressing analytical questions. He then identified the additional resources he would need to complete the work: a 4 person team with a variety of backgrounds in different geographic markets. Within a few months, the team agreed to move forward with more in-depth analyses of 2 regions, and the team shifted its focus to outlining an action plan to understand customer needs in more depth as well as a more in-depth market dynamics piece. All of this was presented at the executive leadership meeting.
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