We felt that the consulting model was broken. It was 2015 and the time was ripe for something better. We were seasoned pros in guiding our clients on how to design new disruptive models for their businesses so, shock horror, we decided to apply these skills to our own profession. We came up with Enfuse Group, the consultancy which would give our clients what they wanted.
The premise behind the model was simple. Our clients wanted people who could get them ahead, not just keep up. They wanted experts to advise and deliver for them. They didn't want generalists sourced from whoever we happen to have on our 'consulting bench'. They wanted solutions delivered by teams of experts. They wanted people who had done it before, got the T-Shirt, and knew how to do it better than the competition. They wanted the A Team.
If you want an expert in a particular field, the best place to get them is from a niche business specialising in that field. If you wanted experts in multiple fields then you're best to go to multiple specialist businesses. You could go to a Big 4 consultancy who claim to cover those fields, but often what you actually get is a team with one or two relevant experts at best. So could we do better than this in a world evolving so fast that it is difficult to stay ahead of the curve in any one field, let alone multiple fields?
Our answer was to create a partnership ecosystem of niche, best of breed businesses. We ensured that these businesses were like minded - focused on being the best in their fields, offering great value to their customers and looking after own people. With these specialist businesses we agreed that we could source their experts for use on our projects and solutions, so that we could provide the best answers for our clients. The result is that we can offer both breadth and depth that few, if any, can match. That is Enfuse Group. That is our expert consulting model.
Not quite. Ensuring we could source experts was just part of the puzzle. A great, modern consultancy needed to offer more than that. So we built our model to include:
Innovative, flexible services: Every day we challenge ourselves to check that we are offering and delivering services in the best way for our clients, not just in the way that we are used to. The standard consulting project isn't always the best approach for our clients. We strive to offer different approaches and solutions to the norm so that we can provide unique answers to our clients' challenges. Our Innovation Lab offering, for instance, allows clients to buy and try an innovation lab from us for 6 months so that they can decide if they want to build their own. This is just one example of where we've sought to provide something innovative and better from the norm.
Quality Management: There is an art to getting experts from different fields and partner firms to work effectively in a team and in a way suitable for each client. We ensured that our model includes a Quality Coach for every engagement. The Coach's role is two fold - to ensure the team can work effectively in a way which suits the client and their culture, and to ensure that the team members have the support and tools they need to be successful.
Capability building: We want our clients to come to us because they want to, not because they have to. We seek to include capability building in the services that we provide so that our clients do not become wholly reliant on our capabilities. Capability building can range from running training through to helping our clients recruit their own experts to replace our own. We find this to be healthier for both sides as it removes the risk of lock-in and builds trust and respect.
Expert Freelancers: Partner firms is one thing, but we equally recognise the expertise residing in the freelance market. We have a carefully vetted network of expert freelancers who we utilise on engagements and actively involve in our knowledge sharing and proposition development activities. Like our partner firms, our freelancers are part of our family.
Core consultants: We have a core group of consultants who head up our engagements and lead our company. Our consultants are the glue which makes us a cohesive, effective unit.
Dedication to knowledge sharing and growth: Expertise within our partner firms is not enough. We need to develop this into meaningful solutions which we can take to our clients. For this reason we are religious about maintaining our knowledge base, and running regular knowledge sharing sessions with our people and our clients.