If the advisor is from outside the company, he can say the right words, while understanding the business manager.
The advisor must understand the company, the business manager and his need to grow, but also understand the challenges of financial constraints. He must also understand the way the craftsman and his company work.
The advisor can be involved in the development of strategy, in its implementation, in the establishment, definition and execution of projects.
But even if the advisor gets involved in the company’s issues, he will never be in the shoes of the business manager or his employees.
Assistance, support and advice on (corporate) management tools
Organising: how to organize your work on a daily basis
Establishing a business strategy
Explain, implement and link the strategy to the day-to-day
Establishing a strategy
Developing your strategy
Descriptive, written and visual representation (potentially UML diagrams) of your strategy.
Transforming the strategy into action, measurement and management of progress using GTD.
Assessing company performance against the announced strategy
This involves analysing your current management system,
establishment, use of, implementation and training in management tools
Tracking day-to-day priorities with task management tools.
Analysis and evaluation of performance in the strategic context:
Measuring strategic performance
Adapting and updating the strategy based on performance.
Reflecting on the efficiency of your management tools.
Convinced of the
need for tools and a
we are also convinced of the need for efficient and secure equipment.