The following components make up what we call our G.H.O.S.T Methodology ™.
Our Methodology is our bedrock of what we install into all of our clients which is delivered and monitored by our finance team.
We first of all need to understand where you want to be.
Not so much from a business perspective but from a personal perspective and hence buy in is required from Directors, Shareholders and the team behind Clinical Skills alike.
The magic here is aligning your personal goals to your business and reminding you that the business exists to provide for you and your family firstly. By building a ‘vision board’ and anchoring these goals to the business results then it keeps the mind focussed on delivering business profit growth.
This is where we really get to know where you are now and drill down deep into not only the numbers, but the business model itself.
We look into revenue, staffing, margin and transaction values to understand what you do and then unwind your model to find out why you do it.
As we will now know where you are and where you want to go then next we run through the obstacles that stand in your way. In our experience these obstacles are made of one thing, or rather lack of them, resources.
Usually this is due to the wrong time being spent doing the wrong things and therefore people, money, technology and time are being wasted. By discovering these obstacles, we can then develop a plan to overcome them.
Before we can prescribe a solution, we need to ascertain how fast you want to go. Our solutions involve both time and money, from both of our businesses so matching this to you requirements are key.
Largely, speed is dictated by your own ambition and drive, however if we go too fast, then I’m my experience we actually achieve less.
After going through the Solution and consultative process of getting to know where you are, where you want to get to, what is blocking the way and how fast you want to get there we can devise a Solution.
This is usually a combination of software applications and management reporting frameworks to report upon KPI’s. These are not Key Performance Indicators as most would see them, but Key Predictive Indicators, a leading metric and not a lagging metric.