Challenged when negotiating with a counterpart? Need more effect from the written word, quickly? Looking for powerful presentations, and influential communication?
Built on our experiences of merging commercial acumen with public sector know-how, Kiah Academy programs are practical, applicable and immediately useable by participants as they strive to deliver better outcomes.
Low on theory and high on experiential learning these programs range from self-paced online, choose your own journey in your own time courses, to high intensity face-to-face immersive Masterclasses delivered by experienced practitioners.
We deliver some as open subscription public Masterclasses but many clients have sought in-house, private programs to lift their team.
You can simply choose our content delivered our way, a bespoke program based on our content but tailored to your context, or leverage or L&D team to build a program based on your content for your team.
We acknowledge we have an unusual consulting model. We don’t list a range of services or talk about technologies in which we are expert. That’s because we are expert at dealing with crises and complexity. The breadth of our case studies proves the point.
Technical expertise we can source, but courage, leadership and adaptability in unusual circumstances – the ability to deal with the important, the urgent and the unknown – these are more challenging attributes to attain and retain – and our domain.
Nevertheless, there are skills and experiences in which we invest – and in which we are expert – and which are immediately useful to our clients. Here is a checklist to ponder.
Rapid acquisition tasks or unusual commercial arrangements between the public and private sectors. Where you want it done differently. Where the status quo needs to be tested. Where you are stuck. From acquisition design, through tendering, evaluation, negotiation and transition.
Building executable plans and helping execute them. From organisational restructure and machinery of government changes, new policy initiatives and revitalising old programs. Less of what to do and more of achieving it.
Commercial, inter-governmental, inter-agency, cross-jurisdictional. Intra-organisational. The old versus the new. Where contracts, service agreements or understanding are underperforming, under-serving or their purpose has changed. Breaking deadlock commercially. Crisis management and public engagement. The tools are similar and the focus is on understanding and addressing multiple perspectives and issues. Empathy isn’t agreement, but understanding and communication are essential to getting what you want.
Review of operating practices, the introduction of lean-ness and better business practices. Addressing legislative and regulatory obligations and compliance. Organisational and machinery of government change. Adoption of enhanced business practices, cost reduction and improved performance.
It’s not working or hasn’t worked, or it’s in crisis. Standing still without change isn’t an option. Taking an age to evaluate is the same as standing still. Stopping to work out what to do and then implementing change isn’t an option. Rapid review, understanding your goals and implementing themes rather than detailed plans gives flexibility and adaptability. Scale and process are complicated – but this is complex. Try a bit, test a bit, adapt and try again. Reinforce that which works, stop that which doesn’t. It is like flying a plane while you build.
Complexity – our space.
The problem: Our public sector client had received advice, through an external review, that a critical piece of hazardous storage infrastructure was no longer safe to use. The recommendation was due, in part, to the natural decay of the facilities through underfunded maintenance, and a change in the local land use that had seen the surrounding […]
A government client sought to purchase telecomms services on behalf of itself and 50+ partner agencies, across 120 countries. When does a commodity contract become something more? Objective: To help the client clarify its evaluation process, prioritise its requirements, and negotiate a sustainable deal which would succeed for both parties over the long term. Kiah approach: Look […]
The problem: Our public sector client operated a bulk fuels facility located alongside a public port. The facility, of several million litres, was a strategic facility for the client and provided a fuel reserve (in case commercial supply lines were interrupted). The client recognised that to continue operating the facility, would need specialist skills that were […]
We are on the lookout for those who can deliver outcomes, not just activity – could that be you? Why don’t you find out?
Available RolesIf past approaches haven’t worked, it might be time to try something new. Talk to us about what we have done, and what we might do for you.
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