Gerry Walsh what we do

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“In a more competitive consulting
market, those who think they can
dazzle a client with PowerPoints and
bill him by the hour forever will
starve”
The Economist, June 2011

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The Gerry Walsh & Associates business case
We help our client do four things and just four
things!
Old “S” curve
New “S”
curve
3
More
benefits
2
Accelerate
action
The minimum
Return on
Investment is 4:1
4
Drive a wedge
of
sustainability
1
Set the
direction
Benefits
$
Time

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The dimensions of change
To achieve these results we need to work across
several dimensions at the same time
Political
• Is there a risk for
my position ?
• Who’s my boss?
• Who’s in my
team?
• How big’s my
budget?
Rational
• What’s the size of
the prize?
• What are the
required
capabilities?
• Is the new model
really better?
Emotional
• Is the effort
worth it ?
• Will I have a job?
• Am I going to be
successful?
• How does this
shift power?
Most consultants focus strongly just on the rational axis.

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As the consulting market has matured it has
segmented and polarised
The consulting market
Strategy
firms
“Implementation”
houses
Gerry Walsh & Associates’ value proposition

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“Typical”* Business Transformation journey
We have a proven approach to change which
integrates global best practices
* There is no such thing as a “typical” transformation journey!
Scoping
Strategy
develop
ment
Quick wins
Results delivery
Solution
design
• Agreeing the issue,
its scope and the
approximate size of
the prize.
• First phase plan.
• Team selected.
• Commercial terms.
• Understand
current
situation.
• Data
analytics.
• Top level
vision.
• Business
case.
• Delivery
route map.
• Mobilise
organisation.
• Onboard and train Joint Team.
• Implement changes in structured manner e.g.
– Process and technology.
– Capabilities.
– Alliances and partnerships.
– Performance management.
– Governance.
– Organisation.
• Drive sustainability:
– Delivery and tracking of benefits.
– Training, coaching and capability
development.
– Culture change.
• Drive cash
neutrality.
• Design the
solution e.g.
the top level
operating
model.
The
prize

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Having successfully completed hundreds of
projects we know “what good looks like”
An example: the tests of a good strategy
Source: Gerry Walsh & Associates in house development
DIAGNOSE GUIDING POLICY ACTION
• Have you taken advantage of
proprietary insight ?
• Is the diagnosis informed by the
past but future focused?
• Does it consider multiple
scenarios to evaluate
alternatives?
• Has it reviewed all relevant
external factors?
• Is all analysis (especially
internal) is free from bias?
• Has the business’ competitive
advantage been identified?
• Is the domain of action clearly
defined?
• Is it clear where you will play
and where you won’t play?
• Does your chosen course tap
your source of advantage?
• Will it put you ahead of the
norm?
• Will it enable you to beat your
competitors?
• Is management aligned?
• Is there conviction to act?
• Do the actions drive a single
target growth plan?
• Do they cover an appropriate
time frame?
• Do actions ensure you are
building the required
capabilities?
• Have you established how
progress is measured (key
criteria) and who is accountable?
• Are there key review dates in
place?
• Does your action plan balance
commitment and flexibility?
• Do people know what they’ll be
doing on Monday?

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An industrial business’s value chain
We provide services throughout industrial and
technology corporations’ value chains
We have applied digital technologies to industry since the inception of the
internet e.g. leveraging telemetry to improve predictive maintenance.
Servicing and MRO
Operations,
manufacturing and
supply chain
Marketing,
proposition
development and
sales
Operational excellence
Product life cycle management
Demand/supply management
Service parts logistics
Sourcing and
procurement
Manufacturing,
Operations
& asset mgt
Logistics &
fulfilment
Industrial marketing and sales
Strategic
marketing
Market
insight
Sales &
marketing
operations
Key
account
manageme
nt
Value
proposition
design
B2B and
B2G
strategic
selling

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Finally, we won’t try and be all things to all men!
What we don’t do (and examples of who does):
• Work outside industrial and technology companies and their investors i.e.
no banking, no retailing, no construction and definitely no public sector!
• Design and implement IT (Accenture).
• Outsourcing (Tata, IBM).
• Run major training programmes (London Business School)
• Headhunting, pay benchmarking, etc (Heidrich and Struggles, Hay).
• Sell your business or buy others (JP Morgan).
• Advertising and PR (Saatchi & Saatchi, Brunswick).

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