Which type of flexible engagement model works best for your business?
Identifying the correct category of external expertise is almost as important as the right professional for any business looking for help.
That is why members of our team hold in-depth discussions with senior figures at the start of every project: to understand and appraise the situational specifics and to find the perfect contractor fit.
Our engagement models are flexible and we build cross-functional teams through the four different types of external expertise that we offer to our clients:
- Senior advisors
- Specialists, and
- Strategic partners.
What are flexible engagement models and what is distinctive about them?
These versatile and adaptable models for structuring and delivering services allow for variations in service delivery, pricing, and collaboration. They are based on the unique needs, preferences, and circumstances of the client and the project. The benefits are numerous:
Tailormade and cost-effective agreements are always advantageous when it comes to bringing in external assistance as it means clients choose and pay for only the services they need. This is particularly important for those with varying budgets or seeking specific solutions.
Scalability, risk mitigation and agility are further benefits as resourcing can be adjusted at different stages of a project or in line with any changing or unforeseen circumstances.
What are cross-functional teams and why are they so useful?
Combining client staff and outside expertise brings with it diversity in terms of perspectives and skills. This in turn fosters richer exchanges of ideas, more creativity and innovation, faster decision-making and a comprehensive, holistic approach to problem-solving. It can also help boost skills development internally by exposing staff to new ways of working.
How do the four types of external expertise differ and which suits which type of business?
Each category is unique when thinking about what the professionals can offer when it comes to subject matter expertise, time commitment, seniority and experience, and staffing resources.
Depending on the scale of the project and the needs of the client, it could be that we source professionals from more than one category.
This category refers to global leaders who have worked at the very highest level of their industries, whether it be at C-suite level in a world-renowned business, in a cabinet-level position in politics or something similar in another field.
Typically these individuals share their wisdom about a particular strategic or management issue, or perhaps policy and processes. These engagements are typically more ad-hoc, charged on an hourly basis, and relatively open-ended.
These individuals are savvy, veteran problem-solvers who can lean on experience acquired by aiding businesses in a variety of fields.
They add the structure needed to overcome challenges, are adaptable and can swiftly devise effective strategies that can progress projects towards completion. The amount of time for which they might be needed varies based on client needs but some will be engaged for the entire duration of a project.
Here we are talking about the thought leaders and subject matter experts with in-depth knowledge in a particular area. These individuals are brought in to provide insights that no generalist could provide and offer context that can enhance decision-making.
These experts might be engaged for a particular facet of a project and brought in for comparatively short periods, or they can be used actively on the ground for a whole project; it just depends on what is needed.
This covers research organisations, technology partners, consultancy firms and other companies that can contribute something that a client lacks internally. These arrangements are far more cost-effective than a client simply making a huge long-term investment in something they might not need on a day-to-day basis.
Resourcing agreements of this kind very much depend on what service is being provided by the partner organisation.