As CIO I hired George and his team for several large enterprise IT simulation projects, one in an automotive setting and one in a banking setting. In each, that team was required to work with the IT staff to deliver analytics that would help change the organization for the better, at many...
Solutions to difficult problems
Every day, companies grapple with the complexity around them – product lines, supply chains, pricing, strategy, market uncertainty, competition. In spite of best efforts by the most experienced and capable talent available, many of these problems go unsolved. We can help. By applying the discipline of scientific inquiry, we decompose complex problems into their fundamental components – then recreate the system at hand in a “laboratory”-like setting within a computer simulation model.
We do this by working closely with your subject matter experts to articulate corporate systems and operations – we simply translate those points into model-able form for use by decision makers. The resulting model then guides the team toward the best solution systematically, objectively, and methodically while promoting a spirit of unity and collaboration around the central object – the simulation model.
Codify institutional knowledge about important company operations
Creating a simulation model of anything involves a “deep dive” into the logic of the system at hand. Subject matter experts lend their knowledge to the project and in doing so allow us to codify that knowledge with a series of graphic depictions. Another discussion, another picture, and so on until we have the complete blueprint needed to build the simulation. This “trail” of diagrams not only serves as the model design but also shows in very clear, simple terms the expression of years of experience and knowledge on behalf of the subject matter experts who built it. Our clients tell us that these artifacts are as valuable as the model itself.
Promote a higher level way of thinking about critical decisions
We’ve observed many critical company decisions over the decades of conducting our work. Too many decisions are made based upon limited data, bias, perceptions, and narrow viewpoints. We can do better. By accentuating existing decision processes with a measured dose of analytical grounding, an environment of data-driven logical analysis begins to take hold. Soon all critical decisions are held to a standard of analytical rigor that is fitting for our modern times.
Leverage investments in IT infrastructure
We have closed the books on an era of extraordinary investment in IT infrastructure – systems for capturing vital data regarding business operations and assets. What now?
Enter the age of analytical strategy. We can now turn that raw data into useful expressions of insight into the business – insight that can be used to contain costs, out-perform competition, and master an uncertain future.