CONSULTING

Let's Get Down to Business


WHY YOU NEED A CONSULTANT!

Most people in the world have no idea, or at best a very vague one, about what exactly consultants do and why they are essential to organizations of all sizes. In order to understand why you need a consultant, let’s first answer a couple of core questions: what are consultants, and what do they do?


The general purpose of a consultant is to: help organizations improve their performance. To do this, a consultant needs to first identify where an organization needs improvement, and then provide guidance and solutions in these areas. Specifically, consultants may provide organizational change management assistance, development of coaching skills, process analysis, technology implementation, strategy development, or operational improvement services.


HERE TO HELP EVERY STEP OF THE WAY!

 
NEW START-UP
TARGET MARKETING
BRANDING
 
MARKET RESEARCH ANALYSIS
ENTREPRENEUR FUNDAMENTALS
INCREASING PROFITS
 
LEADERSHIP
CULTURE
DOMAIN STRUCTURE

MANAGEMENT CONSULTING

Management consultants, like Brandon Newton and his team, often bring their own proprietary methods or frameworks to guide the identification of problems, and to serve as the foundation for recommendations for more effective and efficient ways of performing work tasks. Brandon Newton and his team work with organizations of almost every size and industry, and specialize in the following areas:

  1. Advertising and Marketing (i.e. develop strategic ad campaigns, identify opportune placement, write copy, and more!)
  2. Career (i.e. help job seekers reinvent themselves, polish their resumes, find companies with similar visions, and otherwise make themselves irresistible to employers!)
  3. Education (i.e. finding scholarship money, and advising individuals writing college applications, assisting school districts with budgetary issues, and much more!)
  4. Human resources (i.e. conflict resolution, violence in the workplace, sexual harassment awareness, and other personnel matters!)
  5. Management (i.e. progressive management practices, executive coaching, leadership development, domain (re-)structuring, public speaking, motivational speaking, strategic planning and implementation, and much more!)
  6. Public relations (i.e. intentional press coverage, crisis management, client relations, audience engagement, consumer feedback, media platform expansion, integration, and deployment, and other stakeholder communication matters!)

BUSINESS ARCHITECTURE – MORE THAN CONSULTING

By partnering with Brandon Newton and his team you are working with much more than business management consultants. Brandon’s training and experience stems from business architecture which is a relatively new and highly respected field in the industry. Most consultants and consulting firms focus primarily on analysis, but by incorporating business architecture his clients benefit from a unique results-driven mentality.  


Nick Malik, a well-respected Business Architect and Consultant, wrote the following definition:


Business Architect – A role within various types of enterprises (business, government, non-profit) that is focused on collecting information on the strategic positioning of an area of activity (line of business, business unit, department, team, etc.) and creating a clear picture of the capability gaps that may impede that area from reaching it’s full and required potential.


Furthermore, Nick Malik created the following table defining the primary differences between a business architect and a business architect:

 

Business Architect

Business Analyst

Why

To uncover the gaps between strategic needs of a business unit, and their abilities to meet those needs, and to charter initiatives to fill those gaps.

To develop and document the detailed knowledge of a business problem that an initiative has been chartered to address.

How

Analysis of future-looking strategies, capturing of capabilities, and modeling of inter- and intra- business relationships needed to discover the key capability gaps that a business must be prepared to face, along with the development of cross-functional roadmaps to address them.  System requirements are NOT captured.

Interviews with existing business stakeholders and SMEs to elicit business rules, understand processes, information, and systems in use, and detailing the consequences (intentional or not) of making a business change to address a specific issue. The primary result of this activity is the document of System Requirements.

When

Ongoing process that is triggered by periodic strategy cycles within a business

As-needed activity that is triggered AFTER a problem has been identified and requirements for a solution are needed.

Who

Business or IT Generalists with a strong understanding of business functional issues, interdependencies, and business structural concerns. Must be excellent at capability analysis.  Must leverage modeling and rigorous analysis skills.

Business or IT Generalists with a strong understanding of information and application interdependencies, requirements analysis, and system development methodologies. Must be excellent at IT requirements elicitation.  Must leverage modeling and rigorous analysis skills.

What

Business motivational models, Value Streams, Scenarios, Capability models, Heat Maps, Funding Maps, Risk maps

Business Requirements, Business Rules, Use Cases, and Detailed Business Process descriptions