Management Consulting Group – Planning

Category: Risk Assessment and Management

Management Consulting Group – Planning

Management ConsultingStrategic

Strategic and Tactical Planning

Introduction

As an ethos, Management Consulting is at the very heart of who we are and what we’re about.  After all, bringing together the highest quality deliverables to address engineering needs, develop process auditing,  manage risk, or guide your project is meaningless if we don’t already have set in place a bullet-proof management plan that will ensure success.  Because of our 70+ years of combined experience in these areas, our Client Family is assured of comprehensive guidance.  In today’s post we’ll focus on one area we absolutely love and thrive upon – Strategic and Tactical Planning.

 

Strategic and/vs. Tactical

First off, let’s recognize that there is a difference between the two.  Strategic refers to long-term, broad-based business goals, objectives, and even wishes.  The Tactical Plan feeds from the Strategic and is much more short-term (even immediate) and normally narrowly focused.  Finally, a strategic plan is more concerned with the future while the tactical is concerned with the here and now.  To be even more specific, it is possible to have a Strategic Plan without a Tactical Plan but, in the strict interpretation, you cannot have a Tactical Plan without a Strategic Plan.  Why?

For those familiar with the strategic planning/project management process, the creation of action items and assignment of individuals or groups to complete them is a sign that you are nearing the “end of the beginning” in creating your strategic plan.  Many times those responsible for completion are key-persons involved in plan creation resulting in no “trickle-down” to management at other levels – NO Tactical Plan.  In others, the direct result of action item creation is the Tactical Plan and assignment of action items (the tactical plan itself) to management staff at lower levels who have a better understanding of day-to-day mechanics and are more in-tune with “how” as opposed to the “what”.

 

RTSGC Planning Aspects

  1. We utilize your key personnel, and others, in the creation and facilitation of an Advisory Board.
  2. We guide a review of your company’s Goals and Objectives, Mission and Vision Statements, and previous elucidations (if any), in the strategic plan area.
  3. We arrange for and guide a complete evaluation of your organization’s Corporate (or Agency or Non-Profit) Structure and reassignment or modification of hierarchical metrics, as needed.
  4. We perform an in-depth analysis of Internal Operations, preparing and delivering a report, for the preceding 3 years, minimum.
  5. Following recognized best practices, we guide you in completing a SWOT (strengths, weaknesses, opportunities, threats) Analysis, defining Core Purpose & Ideologies, identifying long-term goals and objectives, and completing an Environmental Scan.
  6. We facilitate the creation of a Media/Marketing/Advertising aspect of your Strategic and Tactical Plans.
  7. We aid your embedded HR department in full development of all key Position Descriptions.
  8. When appropriate we facilitate the process of converting Action Items to a geographically by department focused Tactical Plan.
  9. We annually direct the process of setting in place an operational work plan for the upcoming year based upon creation of the Tactical Plan.
  10. Annually we guide your CXO professionals in defining/redefining aspects of the strategic plan to be addressed in the Tactical (Operational) (Work) Plan.

The planning process is NOT just for large corporations.  In fact it can be especially beneficial for small, family run businesses and non-profit organizations because it brings experts with different perspectives to the table and requires a great deal of introspection from participants.  There are so many other areas in which a properly facilitated and executed plan can concern itself and most of these are specific to you, your company, and the industry in which you operate!  Reach out to us for more information Info@RTSGlobalConsult.com.

“Ground Truth”

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RTS Global Consulting LLC

INFO@RTSGlobalConsult.com
www.rtsglobalconsult.com
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Overseas Contractor Complexities

(Editors Note: Please join us in welcoming guest blogger and author Valerry Mannarino.)

Overseas Staffing Complexities for Contractors

By: Valerry Mannarino

To remain competitive in today’s global economy, many U.S. companies have either expanded overseas or will in the near future.  When it comes to that expansion, few challenges are as immensely meticulous as navigating regulations, policy and culture in order to effectively staff the organization.  From language barriers to extraordinary insurance costs, a successful staffing plan is not a straightforward process.  The primary components that need to be included in establishing a strategy are resources, tax and employment regulations, cultural insight, and the time you’ll need to get the employees in place. It’s not the screen candidates, interview, and make an offer experience.  Yet with patience, perseverance, and some knowledgeable people on your side, it can be enormously rewarding.

Employment law in foreign countries is extremely complex and designed to protect the worker not the employer.  Take extreme care in deciding to hire independent contractors, also known as “service contractors”. An independent contractor may later be deemed an employee by the host country.  This can happen during or after the engagement and can lead to substantial penalties and fees that may outweigh the cost to hire.  Engage with professional assistance familiar with the employment laws of the host country.  Have formal policy in place and documented outlining your company’s position in engaging the independent contractor and any applicable tests to qualify them.  This reinforces your company’s intent to follow the employment laws of the host country in the event of an audit.

Employment tax laws vary greatly from country to country.  The responsibility of whether the paying agent or the independent contractor must make tax payments at the time of compensation, at the time of annual tax return preparation, or quarterly tax prep will depend on the regulations of the host country.  Understand the local income tax policy and both the company’s obligation, as well as the independent contractor’s, to both U.S. and local authority.  Keeping good records and tracking payments made to the independent contractor should be considered a best practice.  In addition all independent contractor expenses need to be charged to the appropriate project and document retention practices need to be adhered to.

In order for a company to be a successful global operation, they must think like global consumers.  While an office in another country may resemble the same environment you are used to seeing in the United States (or your home country), make no mistake there are explicit and implicit cultural differences at work.  Explicit cultural differences relates to the local customs, food, dress, entertainment and even their attitude about things such as work ethic and decision-making patterns.  Implicit cultural differences is in regards to how work relationships are defined in the host country.

Is the decision-making process a group or individual effort?  Should relationships be established before, during, or after entering into a project together?  Language and comprehension skills are daunting.  I recall a situation where I presented an offer to a candidate coming from India.  Throughout the entire acquisition process his response to every request was “sure, sure.”  Then he turned down the offer.  In diving deeper I learned that the culture in India sees it as disrespectful to disagree with a person they view in a higher level of decision-making authority.

Conclusion:  Resources to connect with can be found on websites such as the United States Department of State, on HR websites such as SHRM (Society for Human Resource Management), CEB (Corporate Executive Board), and many others such as LinkedIn groups dedicated to discussions on global hiring challenges.  U.S. Embassies and Consulates can also be of assistance in helping the worker and his or her family transition as easily as possible.  The value in understanding a host country’s employment processes cannot be understated as it can greatly impact the success or failure of your projects.

“Ground Truth”

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RTS Global Consulting LLC
INFO@RTSGlobalConsult.com
www.rtsglobalconsult.com

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US Plans Expansion of UK Intelligence Drawdown

US PLANS EXPANSION OF UK DRAWDOWN

Civilian Intelligence Assets Pay the PriceSatellite Dish

In early 2015, the BBC reported that, as part of the DOD base-closure/cost-savings program, the United States Air Force would be eliminating intelligence and other facilities located in the United Kingdom.  Specifically those at RAF Mildenhall, RAF Alconbury, and RAF Molesworth.  “US Secretary of Defense Chuck Hagel said the Americans will leave (as) part of a program to save $500m a year across Europe. The USAF lease(s) the RAF bases.”

While significant expansion seems to be taking place at RAF Croughton, as reported in the Banbury Guardian.  “The former RAF bomber base, now fully operated by the USA, is set to become the center for consolidated operations from other US intelligence groups based at RAF Molesworth in Cambridgeshire.  The new, ultra-secure Croughton could be staffed by 1,250 personnel covering operations in Africa, a current focus for US counter-terrorism activities.”

A recent article from Stars and Stripes by John Vandiver calls into question just how far the US will take the drawdown in the “land of our cousins across the pond”.  “Congressional legislation to eliminate housing subsidies for hundreds of U.S. intelligence analysts based in the United Kingdom, the latest salvo in a battle with the Pentagon over a base relocation plan, has raised fears about a possible exodus of qualified personnel.”  Many are concerned that the US Congress may be now irreparably harming the very apparatus that is vital to the protection of its citizens.

The Vandiver article goes on to note that, “The proposal to end housing benefits for all Defense Intelligence Agency employees assigned to U.S. European and Africa Commands is contained in the House’s Intelligence Authorization Act for 2017.  The legislation, which has already passed the House and now must be considered by the Senate, would effectively cut off all living quarters allowances for roughly 1,000 personnel.  Those housing benefits, considered recruiting incentives, apply toward rent and can add up to as much as $3,000 per month.”

A DIA spokesman commented, “Our talented dedicated analytical workforce that fulfills a critical mission requirement overseas, could be faced with a decision of ending their tour early.  Employees considering tours overseas might not want to go.”

This concerns us greatly at RTSGC as we believe there is no substitute for the human component when it comes to information gathering.  HUMINT – arguably producing the highest quality information – is not possible without actual personnel at many levels.  While there is some consolation in the expansion of the US presence at other facilities, we would submit that the potentially permanent loss of civilians operating within our information gathering community is a catastrophe that must be avoided.

“Ground truth…”

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RTS Global Consulting LLC
INFO@RTSGlobalConsult.comwww.rtsglobalconsult.com
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