Peter Macfarlane | Managing Director
With Grosvenor, you will never get a "cookie cutter" outcome because our consultants do the quality thinking at each and every stage of the project cycle as opposed to part of a predefined process.
To that end, for us quality thinking is not a process it’s a way of life and why our highest calibre people are at the coalface not in the boardroom.
We don’t have the luxury of a global brand, so we can never hide behind it – our brand is our work.
In the spirit of David and Goliath, we have the optimal power to weight ratio that gives us the ability to lift many magnitudes beyond our own weight and thereby deliver better, more affordable and innovative outcomes for our clients.
Our client had already devised a strategy but needed the Grosvenor team to develop a Monitoring and Evaluation Framework (M&E Framework) for their strategy.
Rather than just refreshing the contract and rolling out the same project three times, we engaged broadly and deeply, quickly and efficiently, to see how it could be refined to produce additional benefits.
Our NSW Government client's procurement team has been on a path of renewal and continuous improvement in contract management and sourcing. This required a capability uplift across the client's procurement function, which is well underway. The client is now embarking on a project to align its sourcing and contract management processes and systems with better practice.
Organisational redesign is far more than calculating the right number of FTE ‘boxes’ and identifying reporting lines ‘lines’. Whilst that may make it clear who to turn to when you need a remuneration review, it does little to address requirements for workforce and employee wellbeing and sustainability; connection, collaboration and collegiality; talent acquisition and capability development; compliance; and continued improvement and evolution of services and outcomes. Ultimately, these are the factors that will determine your capacity to achieve your mission and strategic priorities.
Let’s face it, you’re currently reviewing your property services thanks to a recent pandemic. A review and reform of services within your corporate property portfolio is either underway, under review or rushed to completion.
Risk Reduction remains at the top of the priority list for procurement teams all across Australia in September 2021 (refer to Figure 1). Our ongoing study into how more than 400 organisations responded to the COVID induced crisis consistently shows the importance that supply risk mitigation played. Probably not very surprising, but how exactly are these organisations dealing with the supply risk? What can you learn and adopt?
