Transient Overview May 2010

Editor's Notes

• #2: Change is the only constant in life. It is applicable to private life, it is a certainty into the business world. Just because the Information Technology market always has been facing transformation processes, either through technological evolutions and the constant re-positioning versus the business, our expertise to transform is tremendous. Over 25 years of expertise in various positions and the network of specialists in different domains required to make transformations a reality, we now have decided to deliver transformation services that are making sense. Transient therefore only goes for performance goals.
• #3: As an old systems engineer on IBM mainframe systems, I was always thinking in terms on how to better serve my end-users. Today I would like to use this as a metaphor related to Transient’s major objectives. As my end-user, companies have business objectives to achieve. The demand to obtain valuable information goes through a process that requires expertise and which returns business value for money. Transient’s mission is to deliver transformation services to perform the business value equation.
• #4: A variety of transformation services are offered. The transient Model consists of major components that are modular that can be used in building a plan for start-up companies to make investment decisions as it can be used module by model to improve particular organisational aspects. Interim management services for sales management and c-level engagements Coaching facilties required to improve individual performance. No engagement without measurable objectives. We behave as performers and deliver on commitments.
• #5: The current model derives from a couple of projects building business plans for US based companies looking for European expansion. Although the Mission statement, vision and strategy are corporate aspects, Europe is a collection of very fragmented countries, regions and sub-regions that are cultural and business wise very different. For performance objectives it is vital to run the right approach to have quick wins.
• #6: You are setting your clear goal and objectives. You have probably a strategy to reach them. Experience is about pragmatic approaches scanning the market. But marketing is just a macro view on the opportunity. We are able to approach big potential companies to make the view closer to reality.
• #7: The information collection is important to have a snapshot on where we are today. We sign up NDA, we deliver a first draft as pre-study to discuss upon. This might result into prioritization of activities.
• #8: Experience learns that certain countries/regions or sub regions do behave different on types of technologies. In Europe we have several trends. France was very strong in the network space during the 80s with the idea of ‘minitel’, in the 90’s the Southern countries did invest a lot in new technologies like client server. A common trend: the northern countries and the Netherlands are early adapters of new initiatives, Germany very traditional and reluctant investing into new technology. Same counts for partners, alliances and distribution. Capgemini is strong in France and the Netherlands, Accenture huge in the U.K., Deloitte pretty independent country by country but in general open for EMEA strategies. The reselling part is the most difficult market in most of the countries; Nordic although has always been successful.
• #9: Sales Cycle management for start-ups: We provide a pragmatic approach offering the resources to have quick wins using local competence. The purpose is to build a forecast/pipeline in a short period gaining first references. For existing companies we deliver improvement services in techniques/methods in well-known applications like Solution Selling (SPI), SPIN selling, Powerbase selling, different business review plans like TAS. Training is only a small entry to success, it is the discipline to implement that makes the difference. Connect sales Cycle Management to CRM systems like SalesForce.com.
• #10: We have the field experience for cold calls, qualification skills, facing potential customers, partners and PR.
• #11: Infrastructure in start-up phase could be costly. Similar counts to HR related services. For more mature companies we have HR activities to screen and follow-up current individuals. Change and transformation have impact on human behaviour and should be considered as a process into the transformation phase.
• #12: The result of elementary execution of all modules gives the ability to build a solid business plan with strategy and tactics succeeding fast.
• #14: Our experience within both large companies like Dell, Cisco and CA, as within mid-sized companies (Viasoft, Nat Systems) and start-ups (The Kernel Group, OatSystems, Connecterra), very specific goals are set which requires a set of skills that prepare, communicate and execute change within the organization. For those specific tasks that have a precise time-frame and which should not interfere with the existing running business, temporary resources are a requirement.
• #15: At each transformation, whether the transformation comes from a corporate strategic change or is due to economical aspects, human behavior is at stake. It very often is a moment of reviewing the workforce and make decisions what to do with B players. The introduction of new sales channels, business driven sales methods, cooperation with alliance and large system integrators, new sets of clients, disciplined reporting methods, sales techniques and methods, business review systems and links between performance appraisal systems and smart goals set, all of this have serious impact on your human capital. We are using a large variety of existing and proven systems for both reviewing people, soft-skills coaching as into sales and sales management methods.
• #16: Transient services are there to do your partner in helping achieving your new goal and objectives. We like the challenges, the opportunities improving your business. For most of the presented components we are preparing a quick view on the practices.