What differentiates Kearney and why should new potential clients engage with you?

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While other high value management consultancies strive to be detached, analytical, and formulaic, Kearney consultants are collaborative, personable, and entrepreneurial. We immerse ourselves in your company to gain deep insight into your operational and strategic potential, working with you to co-create solutions specifically for you.Kearney helps your company transform from within, continually accelerating your momentum to stay ahead of marketplace disruption. Momentum demands energy and discipline. Constantly pushing the envelope. Stretching the imagination every day, rather than every few years. The reward? Market-leading performance. And a practical alternative to gut-wrenching strategic transformations. To read more about Kearney, please visit our websitehere.When considering engaging with us on a transformation effort, particularly when changing outside advisors, several key factors should be addressed to ensure a smooth transition and a laser focus on the ultimate goal—a successful transformation.Some of these success factors include: Financial Targets:New advisors should deep-dive into the details of all key assumptions and risk/variance drivers for the financial targets. This ensures a complete understanding of how the goals and targets were derived and aligns the team to focus efforts on areas most impactful. Stakeholder Engagement:Engaging with each functional leader one-on-one in advance is key for new advisors to jointly set the overall approach, goals and targets for the transformation. Without this, new advisors will likely not get the buy-in and organizational support needed for change. Context:Every first interaction that new advisors have with stakeholders should be fully informed of prior communications, actions and context. This eliminates any duplication of requests or questions and focuses the team on moving forward rather than revisiting old ground. Communication & Transition:New advisors should engage the transitioning team directly, in a collaborative manner, focused on ensuring the organization’s transformation. This will ensure a smooth transition of knowledge and that time and resources are not wasted “re-inventing the wheel.” Internal Workstreams: Internal teams of the organization must be engaged well in advance of the transition. This will ensure a complete overlap of activity and knowledge so that the organization remains focused and on track with the overall transformation. Re-Energize:New advisors should focus on re-energizing the transformation program by clearly articulating the process to follow, everyone’s role, and change elements. Advisors should have an early kick-off meeting with the team to go over what went well, what needs to be done differently and then a focus on the path forward. This will avoid the organizational fatigue of “here we go again with a new partner.” Keep Momentum:New advisors need to invest the time to quickly get up to speed, especially early on, so that the organization is not rehashing old topics. There should also be a plan for enough ramp-up time prior to the transition date to review pre-existing material and background.