Technology.
Managing a technology business is one of the hardest challenges around. Whether running a stand alone firm, or operating a business unit within a larger entity, executives and boards have onerous demands placed upon them. As a senior executive or board member, you and your colleagues will need to know your field, your market, your technology and your competition intimately. You’ll need to select and keep good people, and yes, get rid of the duds. You’ll need to know your IP inside-out and know the difference between ace attorneys and ambulance-chasers. And you’ll need to understand that there are other ways of carving out a market niche. You need to keep an eye on your finances, your cash flow (if you’re lucky enough to have one), or your burn rate. You need to have the strength of character to invest in the “star” projects, and kill the “dogs”… quickly. And finally, if things go wrong, the buck stops with you. That’s the price of leadership.
Sometimes you may feel that you need to be an expert at everything. Thankfully, much expertise can be outsourced. But how do you pick an expert? In fact, what is an expert? Economist Robin Hanson makes a nice distinction between an expert at and an expert on: "A prosperous and successful plumber is an expert at plumbing. Someone who is a good source for accurate information on plumbing is an expert on plumbing." So do you need help with the practical or the theory? In reality, the best advice probably comes from a combination of the two. And that’s where we can help. We are accomplished in both business and science, and with a grip on both theory and practice, you’ll get a valuable partner, not a glossy report.
Academic Institutions.
University and Public Research Organisation administrators have to manage effectively against a backdrop of diverse, and often conflicting stakeholder expectations. Students, staff, funding bodies, research sponsors (commercial or charitable), research collaborators, state and federal governments, and of course the public - all have different perspectives and different requirements. And sometimes, the challenge is as much to garner consensus across the different nodes of the administration, as it is to interface with other stakeholders. More than ever before, administrators have to apply an eclectic and cross-cultural approach to their managerial tasks. And this is exactly where we can help.
Government.
Governments have to discharge their duties effectively, equitably and transparently - bearing in mind that at all times they are the custodians of public good. Policy makers are assailed from all quarters by a variety of stakeholders, interest groups, lobbyists and the media. Policies need to be formulated, implemented and evaluated on a regular basis. Consultation and engagement must be broad and proactive - with the public, with industry, with academia and within government itself. Often the task is multidimensional. Gaining support across departments or across the Federal/State divide is as challenging a task as any. Political considerations aside, the quality of data is a key determinant in evidence-based discussion and policy making.
The Americans say "you treasure what you measure". Our scientific and commercial duality allows us to help government measure the right things, and make well informed policy decisions. And our cross cultural expertise allows us to help government to engage effectively with academia and industry, as well as brokering engagement between the two.