Curating and bridging ideas for impact
We are at the centre of a global hub of ideas. This is due to a number of factors: our experience on leading edge projects, ECSI research, ties with leading management publications, as well as collaborations with faculty partners and thinkers. In addition, we have a partnership with Thinkers50, the world’s leading curator of management ideas, which provides a powerful platform for new management thinking.
All this puts us in a privileged place. We can be the curator of new ideas: creating or selecting, experimenting, refining, stabilizing and offering them as consulting services based on our judgement of their novelty and relevance for business leaders.
As a result, we do not offer basic consulting services like process redesign, lean production, six sigma, and so on. When a new management idea becomes mainstream, we move on in search of the next big idea.
We provide proprietary and cutting-edge offerings which are always based on solid research. And we bridge them into the culture and context of our clients.
Putting a new idea into practice and delivering results requires the ability to align and mobilize people for implementation and impact. We blend sophisticated organizational development methods in the way we execute our consulting engagements. Our motto captures it well: “Ideas lead. People count. Results matter.”
Introducing our leading edge offering portfolio
We offer leading edge services to achieve what would not be possible using the routine management approaches. This is the main reason ECSI has been named among the Top 5 global Strategy and Innovation consulting firms by ALM (former Kennedy Research, part of the Bloomberg Group), the leading consulting industry analyst”. In 2017, for the second time, we are in the elite of the consulting industry.
How we work with clients
As described in the 15-word strategy statement, ECSI’s approach is based on the concrete application of the latest management ideas to solve client issues. Projects can take different shapes based on client goals and context, but there are three high-level standard formats that we often use with our clients.
Future State Design
Future State can be related to the company business strategy, business model, innovation strategy, innovation system & practices, organizational capabilities, etc.
It is developed through an iterative ideas exchange process with the client, combining ECSI latest management theories, methodologies and global best practices together with client’s industry and technical content.
It is usually developed together with a Roadmap to transition from the Current State to the desired Future State.
Capabilities Building & Results
Based on the designed Future State and Roadmap, ECSI works with the client to build sustainable organizational capabilities to execute and attain the Future State. We blend customers’ explorations, strategy, innovation and organizational development disciplines to deliver results.
“Results” means developing a great organization which is a broader and more sustainable goal than simply delivering financial results. We know great organizations when we interact with their people, culture, innovation, product experience, or brand.
Good is the enemy of great. If you accept good enough as a standard, then mediocrity beckons. We support our clients in building and sustaining greatness in their organizations. Their greatness is the only measure of our delivery.
The Action Learning approach is designed to accelerate the learning process and trigger immediate change.
We leverage a variety of training modules with a full portfolio on Strategic Innovation & Innovation Management, all based on the latest management ideas, with the option to involve our thinker partners and other top Business School faculties.
Modules are taught as interactive classes. With lively group discussions, stimulating exercises, most recent global cases and best practices, each session engages participants on management topics related to the strategic priorities of the company.
Participants are then tasked to work in small teams for 3-5 months on a specific challenge related to a real, pre-identified company’s business issue. Participants figure out and detail innovative solutions by applying the methodologies and best practices they have learned in class with a light coaching and sounding board support during the teamwork period.
At the end of the 3-5 months the teams report back to the senior management their ideas and recommendations, usually in a final “pitch” event with a format similar to the Dragons’ Den.
Connecting the knowledge learned in class to the practice of working on real challenges is what makes the learning stick.