Business diagnostics, business-strategic consulting and
business recovery are often interrelated. Reviewing these three
variables provides a broad perception, alongside comprehensive solutions for
the business dilemmas and challenges the organization is facing and must be
resolved at the organizational level.
often to assess the organization’s status and to address specific situations,
we need only one of these services.
financial expert team works in a structured and goal-focused manner to provide
the best and most appropriate response to the organization.
In similarity to medical
diagnostics, business diagnostics are designed to identify and predict the problems
in advance, to determine the treatment or to cope better with the situation,
possibly in a less expensive way. Diagnosis can be done after the appearance of
the symptoms, yet it is not recommended; usually best to perform as part of a
routine test to identify problems before they emerged or already got out of
That is, business diagnostics
are designed to keep the organization healthy.
We evaluate the external
environment and then focus on the core of business operations.
In the matter of
responsibilities of business diagnostics, we are also identified and evaluate
strategy consultant assists business owners or managers with the business
strategy decision-making process. By leading processes and guidance to help
determine; who is the organization, in which directions it should expand the
business activity and how to get there, what are the criteria of measurement
and how to measure and to assess business success.
A strategy planning
consultant helps determine which specific
strategic initiatives will provide the most beneficial response. The
consulting is conducted based on market research, competitive analysis,
scenario planning, and professional knowledge and experience.
Strategic planning is an
ongoing process, and successful organizations will review their strategies on a
1. Increase sales and
2. Reducing the cost of
3. Increase in profits.
4. Reduce workload and
5. Strategic tax planning
6. Strategic exit ways
7. Mergers, acquisitions, and
Another subject that is worth
to be noted and to be expanded separately is the negotiation process. The
results of the negotiations have direct implications on the organization’s
future, and while the process may appear to be short and focused, the
negotiations are in fact a long process that requires synergy between different
departments within and outside the organization. Proper management of the
bureaucratical process, guidance in dealing and facing the regulation and in
front of the regulator, suppliers, clients, banks and potential and existing
investors, along with maintaining and targeting to accomplish the list of goals.
An unplanned event can
have a devastating impact on the business.
An unplanned event for which
there was no prior planning and no recovery plan could lead to a position of
financial hardship with a horizon possibility of insolvency.
early counseling can help the organization understand and clarify its current position
and options and even prevent it from reaching a state of distress. Furthermore, if the organization is in a crisis,
professional assistance in management might make a difference. Correct
diagnosis includes extensive measurement next to the careful calculation of the
damage, which is part of the analysis that allows a process of reconstruction
and redesign of the organization.
part of the recovery process, we are redesigning and rebuilding:
Reorganization of the conceptual business skeleton, as well as assistance and
guidance through the process.
Test of the organization’s capability to meet payments.
Cash flow planning.
Constructing streamlining processes and proper work processes.
Close supervision of the management for exiting the crisis, with emphasis on
proper management and control.
are acting out of a shared ambition to end the crisis and return the
organization to its path while minimizing the loss in minimum time; we
distinguish what is important to do versus what seems urgent.
treating the source of the crisis often seen as the first and most important
step to carry out. Most often, taking acute steps of action
toward a continuance of the day-to-day functioning of the
organization will be more beneficial.