Portfolio of Offerings
Any attempt to exhaustively classify my portfolio of offerings is by definition doomed to
fail. Far from being a "product based" environment, the scope of my client engagements
is only limited by my areas of expertise on the one hand and the principal's needs,
requirements and priorities on the other.
Nevertheless it may be illuminating to try and chart the prevalent task sets. This
provides the reader with an assessment base to determine if recourse to my practice
could provide a worth while response to the opportunities and challenges he faces. It
also may help him identify incremental areas where cooperation could be profitable and
mutually beneficial.
With these caveats, I suggest following top level segmentation:
Enterprise development
: activities directed at defining, developing and maintaining the
optimal organisational and operational structure of the enterprise
Business management
: activities related to the planning, management and optimisation
of business performance, as an essential precondition to viability, continuity and goal
achievement but also as a compulsory component of the enterprise governance
framework
Operations: activities to further and improve the robustness of business execution, e.g.
the design, documentation, implementation and maintenance of standards, policies,
procedures, directives, quality management. Also the management and implementation
of central functions and the discharge of back- office tasks
Outtasking: the execution of essential back-office tasks that do not (yet) warrant the
allocation of dedicated internal resources 
1. About
