Our Consulting Guiding Factors

As Simple as the ABCS

We developed our methodology as a business clarity work flow in order to break down large and/or complex business problems into small manageable pieces leading to a successful outcome.

At each step of our workflow, MMOmemtum utilizes four factors to achieve the highest level of clarity in order to methodically and systematically move on to the next step. Those factors are Alignment, Balance, Course and Situational Awareness.

Guiding Factor: Alignment

One of the primary challenges businesses struggle with today is misalignment. Typical misalignment can be observed in core objectives and goals, corporate strategies, departmental focus, and customer expectations to name a few. These misalignments are often found in a multitude of critical areas within a company, at any given time. No matter how clear a company’s mission was at one time, companies commonly lose their internal and external alignment along the way as new opportunities arise, new team members join, and the business landscape evolves.

For each of our MaPs, our guides will evaluate the company’s internal and external alignment, provide a clear view of the misaligned areas, and then put forth an actionable plan for realigning all parties on the company’s core objectives, key messages, and strategies.

Guiding Factor: Balance

Balance is one of the more nuanced of MMOmemtum’s guiding principles because it can be applied so broadly and at all levels of a company from skill of individuals, core competencies of the organization, spending philosophy, management style, power dynamics between executives and many other number of aspects of the business. Severe imbalances can have a detrimental impact on your organization preventing any strategic initiative from succeeding. For example, many young companies are engineering strong and marketing weak, and many established companies are sales strong and engineering weak leading to an inability to sustainably serve their customers.

For each of our MaPs, our guides will provide the outside perspective and commitment to frank and confidential assessments to bring the organization back in balance.

Guiding Factor: Course

Every company has a direction they are heading. This direction may be based on the company’s vision statement, a yearly corporate goal or any number of strategic initiatives. However, today’s business environment shifts and evolves at a pace never before seen and a direction is nothing more than an arrow. An arrow does not inform how to reach the goal. A course is a winding path with a start and an end that accounts for the complexities of the terrain and is often adjusted as new information arises. A direction is theoretical while a course is practical and real.

For each of our MaPs, our guides will illuminate the best course over time for your company to achieve its stated goals, and define key benchmarks along the way to chart progress. They will also help define a clear decision matrix that helps your team assess the many opportunities and distractions that arise.

Guiding Factor: Situational Awareness

In the simplest form, situation awareness is knowing what is going on around you so you may adapt your response accordingly. MMOmemtum’s definition combines and modifies the work of Endsley (1987, 1995), Noble (1989) and Dominguez (1994) to come up with the following definition: “Situation awareness is the ability to continuously extract relevant environmental information (role of all participants including oneself and purpose of their activities + role of the physical environment and purpose of their use) within a defined (bounded) envelope of time and space, integrating this information to form a coherent mental image, and based on projections of that image, improve further perceptions and anticipate the potential near-term tactical (reactive) and long-term strategic (proactive) outcomes.” This definition can easily be applied to warfare as well as business.

MMOmemtum realizes that few businesses or executives are truly situationally aware. The road is littered with companies that reacted too slowly to a new technology, disruptive competitor or economic downturn. Andy Grove, the ex-CEO of Intel, wrote a book with the title “Only the Paranoid Survive.” The type of paranoia he wrote about anticipates potential problems and opportunities through Situation Awareness, though he does not call it by that name. Situation awareness cannot be left as the domain of the CEO or Chairman of the Board, it is the responsibility of everyone at the company.