Innovation

  • Brand Recognition Optimization is arguably the most important thing an organization can do to improve its success. For example, when a person enters a Kentucky Fried Chicken (KFC) restaurant the decision to buy has already been made. That’s brand recognition! GLC helps clients build brand recognition in traditional and untraditional ways.
  • Quality improvement is a mantra within all organizations, yet the organization may fall short of what can be achieved, due to resistance from some employees or processes that are fixed in stone. Employee behavior can be changed and processes can be modified. Often both are necessary to improve quality. Patient safety in hospitals is a good example. Doctors and nurses routinely want to do what is best for patients but are sometimes hamstrung by institutional policies. GLC can help the client identify bottlenecks and obstructions to improve quality.
  • Innovation keeps companies ahead of the competition, but innovation is hard. It is most successful when there is clarity on the how, why and when of innovation. This is relevant to all aspects of innovation, whether strategy, products, organizational structure, processes, training, etc. The problem that must be solved is how to achieve innovation in a cost-effective manner that improves profitability while understanding and minimizing the risks.
  • Process Improvement is a key methodology to improve organizations. However, it requires buy-in from employees and a willingness to change. As an outside consultant, GLC can bring success by identifying and removing barriers that are often (sometimes intentionally) not made apparent to the client.
  • Business Models are the foundation of all organizations. However, they need to be modified when organizations are having trouble achieving their goals. This is a classic problem with which GLC can help.
  • Organizational Innovation is often a sleeper solution. Especially in large companies, businesses sometimes proceed as they have for decades, with a longstanding chain of command. I once met with a Senior Vice President of a multi-billion-dollar global healthcare company who was very excited about the product being discussed. He indicated the next step was to meet with a specific subsidiary. It took one year for him to arrange that meeting. Such stodginess often harms large companies, as small, young companies can pivot on a dime. Organizational innovation permits companies to re-invent their hierarchies to support today’s numerous business challenges.