Our Vision

The BMC intends to be the leading provider of consultancy and business support services in New Zealand

This will be achieved by providing talented, motivated and trustworthy individuals with the tools, techniques, support and structure to meet the needs of their client, themselves and The BMC.

What is the route to achieving this?

The BMC intends to meet all the business support needs its clients may have in all the areas where its advice can remain entirely impartial. This will be done by providing services that are clear, consistent, effective and cost-efficient.

The BMC will produce the tools and intellectual property that represent the right compromise between published wisdom and the unique constraints of the New Zealand market. They will set a process which strikes the right balance between considering each client to be unique and 're-inventing the wheel'

The BMC recognises that strengths of human nature are also often weaknesses for consultants as much as clients. Frequent, rigorous Peer review is essential to ensure that clients always enjoy a balanced, consistent and refreshed service and optimising individual and collective development.

Directions, Objectives, Processes and Resources

Ultimately running any business can be boiled down to a set of Processes which should meet a set of Objectives. Those Processes require the application of a set of Resources to operate correctly. The purpose of management is to ensure those Processes are being run to meet the Objectives using the right Resources.

In a larger organisation, the Directions are the expressions of the shareholders as to how their investment is applied - and are then translated into Objectives. The BMC builds up from this basic premise of Directions, Objectives, Processes and Resources (D/O/P/R) and it is a common thread that runs through all of our consulting work.

'The Engine' for instance represents a standard capability model - which is a set of Processes. An Annual Plan is a set of Objectives. A job description is defined by the underlying objectives, the Processes to be managed and the Resources available. A Budget reflects the traffic in Resources, and so on. All of these are linked by the D/O/P/R in question.

The organisation of our consultancy

Whether it be a sales plan, a succession plan or daily routine we believe that structure is key. A comprehensive understanding is vital to any successful decision or solution and there can be no guarantee of comprehensiveness without structure. Managing the materials and intellectual property needed for an efficient successful consultancy is demanding and to show that we practice what we preach, here is how we structure our own workings..

The Capability Practice looks at what a business must achieve and includes discipline specific information such as Sales, Marketing, Innovation, Staff Management and then the structure of Capability Models such as The Engine.

The Maturity Practice looks at the needs of a business based on its position in a lifecycle from inception or purchase through to sale and is Strategic where the other practices tend more to the Tactical.

The Practice of Management looks at the act of management - how to manage the Processes and Resources to meet the Objectives stated. A sub-set, the Practice of Direction, deals with the interplay between Directions and Objectives and another, the Practice of Change/Trial Management deals with the transition from one business model to another, permanently or temporarily.

The Consultancy Practice combines standard tools, cross-practice concepts and techniques and all the processes and materials required to sell, provide and improve consulting services.