1. Honouring Great Projects that Last!
No: Suite #6 Homat Building 07065395379, 08183736400 parousiasolutions1@gmail.com
Woji-Elelenwo Road, Woji
Port-Harcourt/Rivers State
January, 2016
Dear Sir/Madam,
Seeing With New Eyes: Looking Beyond Your Current Operational Framework and Thinking Outside of the Box
I- Where You Find Yourself
OPEC has just announced that the demand for oil will keep reducing till 2020. It means that oil price will either keep falling or
remain very low. In fact, the International Monetary Fund prevision for 2016 is 20$ per barrel. Faced with such situation, you might
be reacting as bears do to winter-by hibernating. You are shrinking production/operations capacity, downsizing labour force,
reducing discretionary spending, and conserving cash until-you hope-the economy picks up again.
The consensus is growing among economists, business leaders, and governments that companies are in the midst of a prolonged
winter and that even when the upturn comes, the post crisis strategic and operating environment will almost certainly be quite
different. The first implication is that YOU MUST DO SOMETHING QUICKLY. The second implication is to IDENTIFY WITH
AN ABSOLUTE PRECISION THE RIGHT COURSE OF ACTION that makes the most sense for you now, for the short,
medium, and long term?
For more than one year, we have been working hard to identify the problems and challenges that companies and organizations are
facing or will be facing. In that regard, we systematically analysed the devastating impacts of industry and economic dynamics on
their performance, growth, and profitability of organizations. And we have come out with optimum solutions to their problems and
timely answers to their questions.
II. Where Should You Go? A Fair Process Is As Important As A Fair Outcome
For companies, 2016 is a year of cost-cutting, restructuring, and refinancing when it is possible. But, they should not do that by
providing pieces of solutions to their problems, as it is the case now for the vast majority of companies. The speed of problem’s
mutation, their multifaceted nature, and their increasing complexity are such that organizations are soon overwhelmed by challenges
or faced with so many questions that drown them. The order of the day is “GLOBAL SOLUTIONS”. This is fundamental and
urgent as companies are facing the devil on all sides. More than ever, each solution should be ECOSYSTEMIC. We have called it
ECOSYSTEM SOLUTION. It is predicated on three logics:
(1) Each problem should be tackled with a spectrum of solutions that are not only pre-active (solving present problems totally)
but also proactive ( anticipating future problems and forcing the desirable futures to come to pass);
(2) Organizations should move from projects to programmes mindset. The intent is to make sure that a solution to a particular
problem, at a particular level has the capacity to incidentally-at the same time- solve or contribute significantly in solving
another problem at another level. SO, IT IS NO MORE “A SOLUTION TO OUR PROBLEM”, BUT “A SOLUTION TO
OUR LARGER OPERATION, ORGANIZATION, MANAGEMENT, AND BUSINESS CONTEXTS”. Projects give
results while programmes generate benefits. THEREFORE, INSTEAD OF LOOKING FOR THE RESULTS OF THE
SOLUTIONS TO THE IMMEDIATE PROBLEM, YOU LOOK FOR BENEFITS FOR THE ENTIRE BUSINESS
CONTEXT.
(3) Organizations should first be taking BUSINESSES to companies, not products/services. How? Companies should adopt
the outcome-based approach to generate optimum/Ecosystem solutions programmes, establish an unbreakable link between
the value created by these programmes and the value delivered by your services/products. Finally, they should
communicate both the value created and delivered to their customers’ entire business context. HOLISTIC VALUE,
SYSTEMATICALLY CREATED, COMMUNICATED, DEVELIVERED are the names of the new game in this season.

2. III. How Do You Get There? A Fair Process Is As Important As A Fair Outcome
Our Solution: To adopt a balanced focus on three themes set out in our various programmes: Survival-Advantage-Resilience
(1) Survival (Necessary But
Not Sufficient) Solution
(2) Flourishing Through The Downturn For Greater Profit Solution (3) Resilience
Metabolic Strategy:
Greater efficiency through
thoughtful cost reduction,
Organization redesign and
customer retention, Process
Optimization.
Behavioral
Strategies:
Adjusting The
Customer Offering
(Changing what you
hunt), Exploring
New Cost Models
(Changing how you
hunt-The way you
do business),
Entering New
Markets and Exiting
Old Ones (Deciding
where you hunt),
Making
Opportunistic
Moves To boost
Competitive
Advantage.
Social
Strategies:
Banding together
through
cooperative or
symbiotic
relationships –
Partnering with
Suppliers or
Customers,
Partnering with
Competitors,
Shaping the
Environment
Itself.
Reproductive
Strategies:
Carefully managing
the portfolio of
“Business
Experiment” –Rapid
prototyping and
Incubation.
Evolutionary
Strategies:
Evolving into
another form –
Business Model
Innovation.
Making
Adaptation A
Way Of Life:
Strategic
Foresight,
Agility,
Flexibility,
Entrepreneuriali
sm, Diversity
1)Strategic Cost Management
As Key To Efficiency And
Profitability Programme;
2)Turnaround Management:
Rescuing From Corporate
Sickness Programme;
3)Operational Excellence
Programme: Your
Company Way For
Creating a Center For
Excellence.
4)The New Operations
Agenda: Making More
With Less – Optimizing
Asset Utilization
Efficiency Programme;
5)Value Engineering
Programme: What Drives
Cost?
6)Downstream
Marketing
Programme: Don’t
Sell Things, Help
Them Buy;
7)Pursuing Growth In
Tough Time
Programme;
8)Competitive
Options In Difficult
Economic
Conditions
Programme.
+ Strategic Cost
Management As
Key To Efficiency
And Profitability
Programme;
9)Building and
Managing
Collaboration
for Greater
Value Delivery
Programme.
10)The Type of
Performance
Management that
Delivers
Sustainable Profit
Programme;
11)Business
Optimization
through Language
Management
Strategy Program;
12)Turning Talent
and Skills Into
Profit Programme.
+ Pursuing Growth
In Tough Time
Programme
13)Choosing The
Right Change
Strategy
Programme:
Why It Isn’t
Working And
What To Do
About It?
14)Making
Strategy
Work
Programme:
+ Pursuing
Growth In
Tough Time
Programme
15)Strategic
Prospective
programme;
16)Creating
Breakthrough
Strategy
Programme;
+ Making
Strategy Work
Programme:
IV. Who Am I?
My name is Bako Gildas and I have been a Foreign Language and Communication Instructor, an Interpreter Translator, a
Management Consultant and a Book Editor for over 15 years. From my earlier beginning as a private tutor in foreign languages and
communication to my role today as a Corporate Trainer/Coach and Consultant, I have been helping, educating, and collaborating
with companies, organizations, and individuals to create value and sustainable pathways to successful growth, performance, and
profitability. The thrust of the proposals that I am submitting to you is to challenge your thinking. I aim at helping you (1) in giving
your organization sound/strong economic and strategic foundations that can resist any shock and on which you can build to any
height, (2) in doing the right thing and doing it right. My experience, my scientific, technical resources and capabilities allow me to
identify and solve business and organizational problems optimally and holistically. My resourcefulness, integrity, patience,
discipline, diligence, competencies, and passion to do the right thing and do it right are some of the reasons I believe you need me.
“Alone we can do so little. Together we can do so much.” (Helen Keller). I thank you for your consideration and the attention.
Most sincerely,
Bako Kissok Gildas
Head Strategist/Senior Trainer