HOW AN ASSIGNMENT WORKS
Clear scope. Clear responsibility. No surprises.
Before starting, we agree on the problem, the expected outcome and everyone's responsibilities. You know what you are buying and what is outside the scope.
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Start with the problem, not the solution
'Improve customer service' is too broad to be a useful brief. 'Why do we need more staff when contact volumes are stable?' is a question we can investigate.
We can also test the assumptions behind an outsourcing decision or assess which customer enquiries are suitable for automation.
02
Agree on the scope
We agree on what needs to be answered or delivered, what information and people are needed, who makes the decisions and what is not included.
The scope should fit the problem. There is no reason to turn a focused review into a larger consulting programme.
03
Be clear about what the evidence shows
Data is rarely perfect. I distinguish what we know from what we think is likely and what remains unclear.
If the evidence is inconclusive, I make that clear. A decision should not be based on certainty we do not have.
04
Work with the people who run the operation
I discuss findings with the people responsible as the work progresses. They need to understand the implications and have the chance to challenge the analysis.
05
Leave the business with something useful
An analysis ends with findings and recommendations. A second opinion gives you a clear assessment before you commit. An implementation assignment ends with the agreed work delivered and handed over.
The business should be able to move forward without depending on REM indefinitely.
06
When REM is not the right fit
If you need technical system configuration, legal advice or permanent recruitment, you need a specialist in that field.
An independent review is also the wrong choice if you only want someone to agree with a decision that has already been made.
What decision do you need to make?
We can start with the problem and agree whether a focused assignment would help.