What accounts for the unusual longevity of CapTech’s client relationships?
One half of the equation is that, at CapTech, client relationships grow into partnering relationships. Our clients recognize that we don’t come into meetings declaring that we know everything. We understand that our clients have the resources and the expertise to shape successful solutions to their business problems. The partnering approach provides a sharply different client experience from that which some other consultancies provide.
We often find that our initial conversations with new clients are somewhat uncomfortable because of the clients’ prior experiences with other consulting firms. The mannerisms, the information shared and the body language all suggest that they expect us to dictate solutions and tell them who the players should be. You can see the dynamics in the room change as we actively listen, draw the client’s full team into the conversation and incorporate everyone’s strengths into building a solution. We truly listen first, and that is a key part of what our clients get from us.
The other half of the equation involves our singular focus on accomplishing successful outcomes for clients. With respect to execution and delivery, we bring skills and a mindset that eliminate the emotion, posturing and clutter that often stand in the way of the desired outcome. We have a unique set of abilities focused on delivering a successful client outcome within a defined time period. The result: We consistently deliver outcomes that exceed client expectations. These differentiators have led to many lasting relationships.
What are you most excited about as we enter 2016?
We are facing some incredible opportunities. Our book of business is the strongest in CapTech’s history. The work we are doing is meaningful, substantive and critical to client success. Many of our current projects are genuinely transforming the way customers and their constituents interact; this holds true for commercial organizations as well as public entities.
I look forward to watching the CapTech model continue to grow, nurtured by our core values of servant leadership, flexibility, intellectual curiosity and being a trusted adviser. We have figured out how to treat our clients and our consultants and forming positive professional relationships. When you treat people right, good things happen.
How does CapTech’s culture impact our clients?
Some organizations struggle because their culture is driven by individual performance; in other words, rewarding the “every person for himself” approach. This creates churn and additional work while limiting the potential for success. CapTech brings something unique to the table, well beyond the statement of work.
We have seen our consultants influence the culture of the organizations we serve, demonstrating a genuine commitment to partnership, enthusiasm for high-quality work, being curious about how to do things better, and providing servant leadership. These things encompass our core values and they often change the way clients view themselves and their work. Our consultants are willing to put themselves at risk in supporting their team members, the client and their joint work toward successful outcomes. We are comfortable with that; it is something we believe in deeply. Our clients see it and feel it when working work with us.
Typically, this is an organic process that tends to develop at client sites, but on a more formal basis, we offer Organizational Change Management services to help companies manage the people side of the business while dismantling cultural roadblocks.
What is the biggest challenge you see organizations struggling with today?
Organizations are struggling to keep pace with technological innovation at a time when the talent pool in the marketplace is limited. Few organizations have the resources to do everything they would like to do. This leaves business leaders grappling with how to leverage technology to transform the organization in a way that is both meaningful and helpful.
We have observed a couple of approaches to this challenge, both of which tend to create additional challenges.
Some organizations make huge investments in almost every technological innovation that comes along, without having a clear understanding of how the technology will impact the organization. They are spending on technology for technology’s sake, and the results may or may not align with strategic objectives.
On the other hand, some organizations view technology solely as an expense, not as a means to achieving strategic advantage. For them, technology is a cost driver, not an enabler of innovation. They might seek to drive down costs through hourly cost models, pursuing the lowest hourly rate without first establishing metrics that will help them understand the real impact of technological change. This approach leaves them unable to assess the changes might occur in such areas as quality of work or the speed with which work is produced. Frequently, these organizations find that they have incurred tremendous costs that far exceed any reductions in hourly costs.
When you aren’t in the office, where can we find you?
I live in the Richmond, VA area, where you are likely to find me following my four boys in their many athletic, academic and extracurricular activities. I’m also very active in our church. When the snow is flying, you might find me skiing down a West Coast mountain, enjoying the peace of the backcountry or taking a run on some fresh powder.