"What is the point of research and methodology unless it translates into faster results for clients and lower assignment risk?"
Mark Hocknell, 451 Associate Director

Research & Methodology

Many of the core team at 451 have worked for international management and technology firms. We have seen large volumes of material on methodology, which are highly prescriptive in order to provide repeatable solutions.

However, our experience working on over 240 client assignments since 2001 has shown the need to balance theory with a client's culture, maturity, and specific objectives. Accordingly, our research and methodologies provide frameworks, processes and supporting toolsets for the real world, to be selectively applied by our consultants working in partnership with clients.

451 Strategy Into Action Framework: Research undertaken by 451 Consulting suggests there are few consulting firms who can assist clients in the end-to-end process of formulating strategy through to realisation of their strategic and operational goals. This is seldom easy as it frequently requires cultural change. The experience of 451 has also demonstrated that the key performance improvement areas are often the interfaces between each element in the strategy into action process.

451 Investment Management Centre:    Traditional approaches to prioritisation and selection focus on Value Creation and ignore your organisation's Capability and Organisational Change Management dimensions. This typically results in an unrealistic Agenda For Change, and de-motivates your staff as they have little emotional commitment.  The 451 IMC methodology results in a realistic Agenda For Change, with tight integrity between your Strategy, Business Planning and Balanced Scorecard, so you can be confident in realising your strategic and operational goals.

451 Cost Analysis & Performance Improvement:  This is 451's methodology for business process reengineering (BPR). It is unique as it focuses on process modelling and group facilitation to tap into your people's ability to be innovative. We then build a high level Activity Based Costing (ABC) model for "AS IS" and "TO BE" processes so management can "see" the improvements in productivity, cost, and customer service before committing to any implementation. A consistent outcome for clients is higher efficiency and effectiveness AND improved staff satisfaction.

451 Business Planning:  For many organisations Business Planning is seen as a necessary evil. However, Business Planning has a key role to play in providing integrity between your Strategy, Balanced Scorecard, Budgeting, Agenda For Change and Operational targets. It must dissect your strategies into actionable and measurable activity which will yield your strategic and operational goals. The 451 experience is that the integration of the above clarifies accountabilities while simplifying your business. It is also highly motivating for staff if they can 'see' how their role contributes towards strategic goals. Finally, our Business Planning process has a strong people dimension, understanding your current and target culture and level of maturity.

451 Organisational Change Realisation:    "In recent surveys, CEOs report that up to 75% of their organisational change efforts do not yield the promised results".  M. J. Wheatley, OCM Expert. This is why the 451 approach uniquely focuses on understanding your existing organisation before implementing change. We work with you to understand your Points of Failure from previous change initiatives, as well as cultural dimensions to create a realistic change agenda. Our methodology is about helping people align individual and team goals to embrace change and build a positive groundswell to underwrite your success. We help you manage scope, resources and cost. Equally as important, we help you bring your people on the journey as they must deliver the benefits.

451 Benefits Management:  Boards, CEO's and Executives alike are broadening their governance focus to include project benefits. Accepting this challenge, three questions need to be answered: 1)  What is our aggregate spend on projects and other non-business as usual activity?; 2) What benefits were actually realised?; and 3) What do we need to do to raise the 'hit rate' of projects delivering according to cost, time and quality parameters that fully realise benefits? The third question is the most difficult to answer as this often requires a cultural change and is far more than introducing template based solutions. A key to success is providing a 451 project manager and sponsor mentoring program with the introduction of benefits management, so your people are supported and their capabilities actively developed.