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Management consulting or, more specifically, business strategy consulting is conducted at an organization’s highest level by those charged with making its broadest, most pivotal decisions.
IT Consulting
- Quality Assurance
- Change Management
- Digital
- Performance Improvement
- Transformation
Project Management
- IT Project Effectiveness
- The True cost of hiring yet another manager
- The cost of too many managers
- Is your technology function ready for a digital
world - Agile Transformation
- Agile Coach
- Agile to Scale
Web Development
- Web Application Development
- Mobile Application Development
- Internet of Things
- Business Data Analysis
- Web Hosting
Monitoring & Control
We utilize technology that continuously monitors your infrastructure, alerting us to situations before they escalate. Proactive monitoring reduces the probability of problems from occurring and minimizes the impact of problems that may arise.
Management
Managed IT is about the technology, but technology without sound management & strategy isn’t going to be successful. We assist with management by offering services from Virtual Chief Technology Officer (CTO) consulting to basic vendor management.
Satisfied Customers
“Credibility is the lifeblood of an organization, and DPW does a great job so that we do not have to be worried that the tasks will not be completed as agreed.”
“Our project was completed one time and within budget. DPW explained that before and that is exactly what was accomplished. Now we are moving on to another project and DPW is also on board.”
Frequently Asked Questions
Our FAQ page is very important because is allows us to improve in areas for the SEO and marketing professional alike.
Q. Isn’t there a risk that people in the business units will abdicate their own responsibility for building customer loyalty?
There is a risk. But it helps greatly to clarify decision roles and accountabilities using a decision-rights tool such as RAPID®. It must be clear to people in the businesses that the central group is responsible for facilitating their success but is not responsible for the scores generated by Net Promoter feedback or for their business results. Senior leaders may need to underscore that point for business-unit leaders, and business-unit leaders may need to underscore it for their own direct reports: Responsibility for improving customer relationships or maintaining the value of products has not moved. The finance team isn’t responsible for sales growth; instead, it is responsible for facilitating the development of business cases designed to achieve sales growth. The CAO’s role is analogous.
Q. Can’t we just take our existing market research team and add these roles to their responsibilities? We could provide them with another staff member or two.
In our experience, this approach has rarely been successful. Here’s why: Most market research teams have skill sets suited to only a small subset of the Net Promoter SystemSM (NPS®). That skill set might actually hinder them from doing a good job on the system’s other components. The integration of Net Promoter feedback into the daily work of frontline employees, the creation of closed loops, the need to integrate feedback data with operational data such as customer records—all these require skills not generally associated with the market research function. Even the priorities are likely to be different. For instance, most market research puts a high value on anonymity. With NPS feedback, anonymity is a barrier to success. So if you do take this approach, you will have to find ways to work around these obstacles.
Q. How many people should serve on the CAO team?
The answer naturally depends on how large and complex your company is, and on what roles the CAO will be playing. If the organization has more than $1 billion in revenue, and if the CAO takes on the roles described here, the team will often include four or five people plus the leader. Each team member typically has a specific job, such as working with IT to build the necessary technical infrastructure or creating and implementing the request-for-feedback methodology. Whatever their jobs, team members should be skilled, inspiring people, individuals who themselves have a lot of credibility and can bring that to the program.
Q. To whom should the CAO report?
CAOs typically report to the chief marketing officer, the chief financial officer or (if there is one) the chief transformation officer. We’ve seen many other variations as well. Success seems to depend less on which function the organization reports to than on meeting certain criteria:
First, the executive to whom it reports should be no more than one level away from the C-suite. This individual will have to sit down with the executive committee or business-unit presidents and lead dialogs about investment priorities. He or she will have to marshal resources to support the Net Promoter System and so should be familiar with the company’s budgeting and resource allocation processes.
Q. I’m worried that the CAO will be seen as just one more bureaucracy. How can we avoid that?
Successful implementation of the Net Promoter System involves developing, implementing and then practicing a large number of processes, all of them consistent over time and across the entire organization. Well-defined processes ensure the reliability of the feedback and consistent follow-through with customers. They are essential to the adoption of the mindset necessary to change a culture. But any company adopting a set of processes that must be executed in a particular way runs the risk of alienating employees. People may feel that the whole thing is too bureaucratic and too focused on rules and procedures.
Q. In our company, the business units are responsible for many of the tasks you assign to the CAO. What’s the right distribution of responsibilities between the CAO and the business units?
Every company has its own operating model, which defines (among other things) the role of the corporate center vis-à-vis the business units. So the precise division of responsibilities depends on that. Like finance, IT and other enterprise-wide functions, the CAO can be a valuable resource for the business units, ensuring consistent methodologies in implementing Net Promoter and helping the businesses take on as much day-to-day responsibility as they can.
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17 Cabernet Court,
Coram, NY 11727
+1-631-816-5409
info@dpwms.com