Advanced Consulting Process

SchellingPoint’s Advanced Consulting solutions are derived from our breakthrough research into organizational collaborations

Why is organizational collaboration process so important to management consulting?

  1. Each future-oriented dialogue between two or more people is a collaboration.
  2. Organizations advance through people who collaborate to assemble new goals then work to attain them.
  3. Internal and external consultants are often used to facilitate/lead/run collaborations around important organizational topics.
  4. With or without consultants, collaborative actions have been unpredictable, unreliable, and inefficient.
  5. The impact of the best brains in the world, the deepest domain expertise, and the most powerful technologies is dependent upon the quality of the consultant/client collaboration process.
SchellingPoint’s research into organizational collaborations and consulting projects produced the Science of Coordinated Action. Its key concepts are deployed as the Advanced Consulting Process.
This image is SchellingPoint's Triple Helix of Project Collaboration - in this case highlighting examples of Advanced Consulting Process support for projects.

SchellingPoint’s collaboration research found the shortest path from Need to Impact.

Every Group a Collaboration

The Same, not Snowflakes

One group might be the three founders of a fintech venture clarifying their first year’s goals, the other might be a Fortune 500 healthcare leadership team revising their three-year strategy; they are both collaborative actions.

Transparent Triage

Rapidly pinpoint the necessary conversations

How do groups, and consultants running projects, transition from discovery to solutioning, pinpointing what needs to be discussed, and in what sequence? This traditionally unstructured project room task becomes a rapid interaction creating client commitment to the right conversations.

Verified Viability

Mitigating the constraints

The typical business case Risk Analysis cites 5 to 7 possible issues, then provides remedies to them. With groups seeing on average 61 different reasons why their goals and plans won’t work, clients needed a process that better accommodates reality.

The Virtual Dialogue

Quality In, More Chance of Quality Out

Groups of two to ten people – most leadership and project teams – have over 140 unique and relevant opinions on a shared topic, on average – twice what is expressed in conventional meetings and workshops. Don’t leave anything unsaid in your next collaboration.

4 Collaboration Outputs

What is good. When is finished?

Groups want action plans, but what they need is coordinated action.  There are four conditions for coordinated action which their agreement, goal-setting, and planning activities must produce.

Reinventing Governance

Drift Happens

Few clients want to hear the implementation truth; the negative views, the ideas that failed, the new information that could disrupt their hard-fought plans. To maintain alignment through to outcomes, a new governance method ensures more reality is accommodated.

See What Consultants and Their Clients are Saying

By using this process, we believe we will be able to save the organization. (They did.)

Services Firm Losing Gov't Funding

The process cut through the politics like a hot knife through butter.

Asst. Policy Director
Gov' Agency Policy Development

Far exceeded my expectations regarding how far our group could come to agreement on a very difficult topic.

Executive Director
State Agency

The process cuts through the junk and gets straight to the issues and the results.

Head of OD
Internal Consulting Leader

I recommend this methodology to any group that wants to move an issue forward.

Engineering Organization

I’ve done 100’s of group sessions. I wish I’d had this.

Director, Consulting
Fortune 100 Services Firm

How you can include the Advanced Consulting Process in your work

Advanced Consulting Software

Advanced Consulting Skills

Once we identified how the human collaboration process needed to be adjusted, we were able to identify where technology could help those steps be done right, every time, with speed and efficiency.

By asking “How should this step be done to produce the best outputs and outcomes?” we were able to identify detailed how-to which could be taught and replicated.