G&C Business Advisors

to prove our consultancy efficiency we had to create our own company from scratch and consult ourselves to success!

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making it personal

We first tested our methods to G&C Distribution to prove them efficient and we still continue to do so. Putting "our own selves to the test" is the ultimate proof of our concept, since "failure is not an option for us".

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controlling intrinsic entropy

Systems (= projects & organizations) have an intrinsic tension towards increasing their entropy (= measure of internal disarray). Enabling and advancing the business is about restraining entropy increase by putting in place solid and robust structures.

more on how we work...

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working smart, on the right things

Orchestration of components interaction is driven by relationships. Identifying the vital few that affect project and consequent organizational effectiveness is a key factor for enabling and advancing the business.

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exploiting the right tools

Complexity is a black hole for time and resources. Working smart will only lead half way. Resources need to be coordinated not only to work smart but on the right things while using the right tools!

more on our methodology...

20/80

manpower

MANPOWER vs. PARETO PRINCIPLE

There is a false belief in the market that an army of consultants equals reliability.
Let's be honest... only 20% of the consultants involved in a project deliver the 80% of the end result. So, wouldn't it be preferable to pay for the effective mass instead of the whole bunch?

 

failing

experts

EXPERTS vs. ENABLERS

Failing experts and rising enablers tend to become an axiom. Living and understanding the needs of an organization is only achieved from the inside. In this sense, "outsiders" can only facilitate the "insiders" in orchestrating and enabling their knowledge and resources towards increasing performance, instead of positioning themselves as experts.

value

oxymoron

VALUE vs. TIME

The added value of a consultant's services resides, among other things, on achieving stakeholders awareness and enabling organizational "self-healing" mechanisms. Thus, a successful, complete consultancy cycle would, ironically, result in the consultant, gradually, driving himself to become an unnecessary presence, over time, for the organization.

 

truth

telling

TRUTH vs. "CONSULTANCY"

Consultancy is not about "happy faces"; it's about, agnostic to impressions, objectivity. Most often, restoring objectivity requires breaking the typical communication barriers to become cynical; something that may cause discomfort, but will definitely enable the decision making process.

 

organizational tuning principles

In G&C Business Advisors, we believe that standards are being set internally to each organization based on its needs, following a set of principles. Indicatively:

  • Organizations are living entities, thus evolving dynamically.
  • Processes are the corner stone of any organization, disregarding its size.
  • The name of a process doesn't, really, matter. Its outcome is.
  • When fine tuning, the focus must be set on the causes, not the symptoms.
  • It's always best to prevent than to correct.