The Hudson Strategic Group

Examples of HsG Consulting Projects

Operational Effectiveness

· A National Bank

HsG facilitated the development of two Strategic programs for one of the country’s largest financial institutions. The first initiative was a new strategy for management to consider in their approach to Minority Business Lending. HsG convened Bank Officers and Minority Business-owners to develop their strategic approach. The second initiative was the convening of Fair Lending personnel to develop a 1998 work plan. Each effort was developed “on site” and over the course of “one day."

Executive Director Training

§ National Non-Profit

HsG designed and instituted a Two and a half -Day intensive course to assist Executive Director’s of a National Non-Profit organization. The effort was focused upon the resolve of various organizational problems and the enhancement of the executive’s knowledge to respond.

HsG performed knowledge assessment surveys of the Directors and utilized the Directors unique current knowledge in the design and execution of the effort. The program was followed up with electronic surveys, as well as, session evaluations to determine and assure customer satisfaction.

Process Reengineering

· A Regional Utility

HsG was involved with two assignments for a major utility company. The first was the reengineering of their Minority Supplier Development effort. The second was the development of a strategy to implement a supplier partnership alliance effort and to improve internal buy-in for the effort. These projects with utilized a “balanced approach. This method will insure that the resulting changes will meet the requirements as espoused by the stakeholders (i.e. financial, customer, internal process coupled with learning and growth).

Strategic and Organizational Change

· A Major Package / Logistics Company

HsG assisted this major corporation to develop their initial strategy and report on the potential for implementing a market share driven diversity approach for prospective customers. HsG convened 28 executives and mid-level managers, over an 8-hour period, to ascertain their view of the market potential and their recommended next steps in the strategy development process. The resulting document is under review and consideration.

· A Large (Cabinet Level) Federal Agency

Process and systems design for Human Resources (HR) systems consolidations for regional consolidations

HsG used reengineering and re-design procedures to separate HR functions into four categories: The areas that could be (1) centralized, (2) regionalized, (3) delivered locally and (4) which could be eliminated. Through the collection of data on each type of transaction handled by each function a quality improvement team also identified the tasks for each function as well as the anticipated workload (based on processing time for each transaction at various quality levels- including rework).

Nation wide skill's assessment and development

HsG developed and administered a "360" skill assessment survey to determine the presence and distribution of the skills within the agency. The instrument was designed to be administered over the agency intranet. We did a sample of 5,400 people in every job category and every geographic location with an agency office. The skills tested for were the ones needed to do the current mission as well as the new capabilities needed to improve the agency’s delivery and customer service objectives.

· Internet Media Company

HsG Created a measurement and management system that captured the key transactions (internal and external), which the management believed to be key to the success on the business plan. Thirty six (36) key transactions were identified in four functional areas; Administrative support (w/finance), Product Development, Operations, and Marketing (with sales and customer service). Performance expectations were set for each transaction, and each employee was surveyed to determine how much effort was dedicated to each transaction. This information was use to supplement the performance plans, tying everyone’s performance plan to the success of the organization, through their direct support of the key transactions.

Total Quality Management

· A Large Printing Company

HsG staff worked with the Quality Director to establish a quality council for corporate executives. They conducted facilitator training for a core of in-house facilitators, including problem solving and statistical process control. Additionally they conducted numerous customer-supplier workshops to bring out the customer perspective.

· Large City Government

HsG staff created a Quality Improvement Team to focus on the purchasing and contracting process. The team identified ways by which the City could reduce its contracting time by 100 days. The Team also recommended that the City use on-line credit card procurement of low budget items.

· Regional Transit Authority

HsG Staff worked with the Director of Quality to review current quality policies and procedures to create a new on-line quality manual. The manual was designed to comply with ISO requirements as well as Federal Department of Transportation guidelines. The manual was created in 90 days with full input from all members of the quality staff, including inspectors, as well as selected user department management. The manual was also designed to serve as a template for departmental quality procedures, outside the QA department.

ISO

· Large Federal Contractor

HsG assisted this major communications arm develop an ISO program and pre-testing documentation for one of its mentor protégé company’s’. In an alliance with Morris Brown College Research Institute in Atlanta, GA. HsG documented various process steps and oriented management of ISO requirements. The results were pre-tested by Morris Brown College certified ISO personnel.

Performance Issues

· Several Non-Profit Economic Development Organizations

In all cases, HsG assisted the organizations develop or revisit for purposes of organizational change their minority supplier support efforts. HsG utilizing its computer technology convened Board of Directors, Executive Committees, Corporate Buyers, Minority and Women Business Owners and Community Leaders to assist with the development of customer responsive strategies for organizational success. The results: For one — a customer satisfaction survey was conducted to further define program changes required. For Another—Redeveloped their Board of Directors and Basic program approach. For a Third - The organization is currently redesigning their approach and enlisting renewed corporate support.

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