You are responsible for
navigating your business
through rough waters

Surfing waves of change

Do you feel like a surfer?

Using skill, experience and
agility to master the waves


Or like a salmon?

Swimming against
the current toward
an uncertain future?


Can you see all your
opportunities and risks?

Can you confidently answer
the "four core questions"?

Let’s find those
answers together

Great Companies Answer Four Core Questions

Who Are We?

Who Are We?

How well do you understand the mission, culture, and business model through which you create, deliver and capture value?

Where Are We Going?

Where Are We Going?

How will you integrate people, processes and technology into a manageable strategy to build enterprise value?

How Will We Get There?

How Will We Get There?

How will you integrate leadership, workforce, customer, financial and process aspects of business to execute with discipline and agility?

How Will We Know?

How Will We Know?

What evidence drives decisions to position your company for value growth enough to meet your personal and business goals?

Great Executives Integrate Advice Across Disciplines

Consilient Advice is Faster, Cheaper, Better
Business advice, as for healthcare, has become incredibly complex and specialized.
This means highly focused business advisors often lose sight of the whole picture.
These experts see your company from their own specialized — but incomplete — perspective.

Consilience is the practice of coordinating care across disciplines so that specialists, all of whom are competent in their own field, are not working against each other and endangering the “patient.”

Consilience in healthcare is dramatically improving cost, risk, and speed — and outcomes. Likewise, a consilient business advisor helps companies streamline planning and execute strategies with discipline by integrating diagnoses and growth strategies across legal, financial, leadership, process, marketing, banking, technology, and other disciplines.

If your advisors are consilient, then you are likely getting low-risk, high-return guidance. If not, let us show you how to fix it.

Power Up Your Company With Consilience

Great Leaders Always Look For Insights

  • Consilience

    Specialization in business and management disciplines has led to disconnected advice and increased risk for the business owner and executive. Seeking specialized advice is logical for increasingly complex problems.
  • Oath of Non-Allegiance

    Consulting firms are (in)famous for developing new theories of management, analytic approaches to performance or taxonomies for describing the newest or best consulting strategies. Some are truly insightful, others are old wine in new bottles.
  • Ethical Issues With Other Advisors

    A management consultant is rarely a business’ only source of advice. Usually other consultants—lawyers, accountants, vendors, etc.—are working for the same client.
  • Shokunin Kishitsu is More Than Just Advice

    There is no shortage of advisors, with lots of experience and educator, and an ever-expanding toolset. But what is often missing is the spirit through which advice is given.
  • Keeping the Complex Simple

    Complex problems may require complex solutions. But no matter how complicated the issue, consultants need to find a way to discuss both the problems and the solutions in simple, concise language. Good communication means making sure your message is accurately received, not just that you sent it.
  • Shared Ethical Responsibilities of Advisors and Clients

    Every business regularly, often visibly, experiences ethical failures. Whether due to lapses of judgment or willful fraud, these events can have legal, financial, reputational, or even existential impact. Consultants and their clients share ethical responsibilities of which they may not even be aware.
  • Nonworking Model

    If you read business management journals, you’d be forgiven for believing that the best ideas on management come from academia or consulting firms. What used to be the province of executives reporting on business results has become a place for “emerging” management ideas.
  • Taking Advice

    By definition the knowledge economy means more people are in need of advice. So too are people required to give that advice. For advice itself to be effective, however, both the receiver and giver need specific skills.
  • Intangibles

    Intangibles have come to dominate corporate value. Land, labor and capital are declining in importance. Fast growing companies rely on business models, designs, patents, relationships and intellectual property more than bricks and mortar.
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