• Transformational change has the highest level of complexity and also the highest improvement potential.  Transformations are different than strategy or restructuring.  Transformations involve large scale change.  Change occurs across the whole organization, including business units, geographies, and functions.  Change addresses all aspects of the business, people, process, organization, technology, and financials. Transformational change also impacts all elements of the P&L.  Transformation also has different requirements. The most important requirement is strong leadership, those that can drive big change throughout the company and know how to challenge the norms of the industry.  Also, very important to note, transformations require significant time, resources and energy to be successful...in summary, commitment, conviction and capability are fundamental
• Restructuring is very much like a transformation, but it is focused on saving a troubled business with a strategic turnaround plan.  Restructuring is used heavily in Private Equity and Mergers & Acquisitions.  Restructuring plans are as big as the wounds are.  If the wound is big, the bandage is big.  Restructuring involves a deep diagnostic into the problems; developing a plan and business case; realigning the team and restructuring debt.  The plan is typically very operational in nature, addressing all elements of SG&A.  Plans will normally focus on: R&D, the back office, IT, the workforce/organizational structure, the footprint, supplier relationships and a significant dose of risk management
• Strategy is the most nebulous of terms.  The Economist says “nobody really knows strategy”. The classic definition is to define purpose, objectives, the competitive domain, what business are we in, what business are we not in and resource plans.  Porter says strategy is a response to competitive threat.  Sun Tzu says strategy is an art to create vision and move to a new state of excellence.  Sloan says strategy is for managing complex corporations in a systematic way.  RHT Consulting defines strategy as defining where you want to go; why you should go there, and how you get there

Why do it? Change is inevitable.  If you don’t create and/or manage change, change will be forced upon you. The shifts occurring in this economy and this climate are the most dramatic than have occurred in history. Change is occurring at meteoric rates, faster than companies can absorb.  However, change is hard.  ~70-80% of change efforts fail to deliver desired results, and traditional “re-engineering” are not enough to deliver a true transformation, restructure a company or create good strategies.  Well calculated and executed change efforts deliver positive, sustainable impact on the P&L and industry positioning more than what companies believe is possible

What are RHT Consulting offerings?

• Transformation: RHT Consulting offers a “bottoms up” and “tops down” assessment using a patent pending methodology that provides the answers to: Why transform? What should be transformed? How to transform?.    The “bottoms up” portion of the methodology assesses the current state business against leading practices and peer benchmarks to find out what needs to be improved operationally.  The “tops down” portion of the assessment assesses the company using external insights, including, but not limited to: customer, market, technology, ecosystem, social, etc. External insights inform where the company is currently positioned strategically and identifies new opportunities for growth breakthrough innovation; new business architectures (with, for example, new organization and P&L structures) as well as differentiation. A transformational roadmap is developed with an associated business architecture blueprint and an economic model
• Restructuring: Restructuring efforts require significant benchmarking across every element of the business to identify the source of operational improvement.  RHT Consulting provides a full business model assessment; identification of improvement opportunities; development of a roadmap and business case 
• Tiered Corporate Business Strategy:  First and foremost, companies need to develop a strategy to remain relevant and differentiated.  But, whatever you do, if you don't follow a good strategy methodology with appropriate rigor and do it right, don’t do anything at all.  One of the most fatal flaws in strategy creation is that it is developed with the CEO it never goes any further.  Other key issues in strategy development include: being built in a black box – outsourced to a consulting firm; lack quantitative analysis and rigor; don't have broad-based buy-in; have limited insights; built only with a view of “tops down” (external view) or perhaps only with a view of “bottoms-up” (internal view); skip critical steps in the process; and, finally, the last key issue with strategy development is that they only contain financial targets and not other targets or visa versa.  The biggest problem with strategies is when they lack tangible goals and are completely impractical.   A successful business strategy not only provides a roadmap for 6 months,1-year and 3-years (time dependant on the company), but it also translates this strategy into plans, capabilities and targets required at the corporate, business unit and functional levels.  RHT Consulting works with executive teams to develop a practical strategy across the corporation and in all business units and functions that gains buy-in.  RHT Consulting knows the pit-falls and has a proven methodology and tools to avoid these
• Growth Strategy:  McKinsey said “we've become convinced that there is a problem with the broad-brush way that many companies describe their business opportunities. RHT Consulting agrees.  For the same reasons that Tiered Corporate Business Strategies (outlined above) are flawed, growth strategies are often flawed.  Growth strategy development most often lacks rigor. RHT Consulting has a strong track record of identifying the right balanced growth breakthroughs and incremental growth strategies.  Our clients in this category include nearly all leaders in almost every industry.  The secret ingredient in RHT Consulting’s success in this offering is pure rigor in modeling opportunities with definitive definitions, addressable market sizing and growth rates, pricing models, go-to-market differentiation, synergies with current activities, competition and associated positioning, context of opportunity, opportunity roadmapping, the differentiated value proposition and capabilities leveraged internally and in the ecosystem
• Scenario Planning: RHT Consulting’s scenario planning offering identifies where industries are going; what may happen with the dynamics of the ecosystems; where the white spaces may be; and what the options are as well as what the pros/cons are of different options.  We attach strong probability analysis and financial rigor behind the options along with potential bases of differentiation.   In addition to strategically oriented scenario planning, RHT Consulting’s scenarios include operational options such as ability to gain synergies, sourcing potential, cost framework, etc.  RHT Consulting develops scenarios across both strategic, operational and technology dimensions; identifies the most likely opportunities and creates a roadmap and P&L impact analysis for these
• Business Building: One of RHT Consulting’s specialties is in identifying “net new” business opportunities and the associated “full potential” of these businesses.  All the techniques and models used above are used in this offering to identify the new business.  In addition, with this offering, RHT Consulting identifies the most appropriate management structure, governance model, mode of operation, P&L management approach as well as organizational structure necessary to enable new businesses to grow at their full potential
• Internet Strategy, Blueprinting and Roadmaps:  Probably one of the most important things companies need to do now is figure out how to truly harness the power of all things digital; this includes every aspect of the Internet, from using it to perform increase sales; engage/interact with consumers; to building communities and new platforms.  This offering using world-class best practices as it relates to harnessing the power of the Internet to perform an assessment on the current state.  We also identify how digital channels (Internet, Mobile, etc.) can differentiate and drive growth for our clients.  The deliverables are: a future state strategy, blueprint, roadmap and business case