The Problem We Solve

Is your organisation...​

Are your operations...

Are your people...

Are your business processes & technologies...

Are your remote team...

All modern businesses are made up of three basic parts

Unfortunately, they are rarely integrated leading to avoidable problems and costs.

The system is not the sum of the behaviour of its parts, it's their interaction.

Russ Ackoff

Why our projects are successful

Some improvement practitioners focus on structures, systems and processes alone. Others think technology in and of itself will be their solution. 
Over time, we learned that to make such improvements sustainable there is an equal need to consider prevailing attitudes, cultures, mindsets, leadership and behavioural preferences. A structured and integrated approach to people and change management at both the individual and organisational level is critical. All of this must happen simultaneously to business processes and technology improvements.  

The Journey

  • Individual performance is foundational to organisational performance
  • Organisational change is the collective result of individual change
  • Individuals must understand the organisation’s motivation for change – the ‘why, the Burning Platform 
  • Change Management must be based on a proven methodology
  • Organisational change initiatives require formal Project Management

Tenets of successful change

The Goal

The Effective Organisation

Experienced Consultants

Our consultants not only use our proven approach but are specialists in their own domain.

Proven Approach

We are continually improving our methods, approach and Intellectual Property (IP) for over 20 years, so you can benefit from our experience.

Centrally Managed

Often projects areas become siloed not realising their true potential. Our approach ensures our specialists communicate across the project, unlocking hidden value.


  1. Business Improvement: A COO/EGM or a GM might contact us in response to their business not hitting their targets, while having a strong conviction that their asset should be able to deliver more. This might be accompanied by anecdotal evidence or their own observations of their teams not firing on all cylinders.
  2. Business/Operational Readiness: A new asset is in the planning stages; seasoned project directors or the future managers of the operation still carry the scars from the time they did not get this aspect right. Budgeting for and executing BR/OR projects enables a rapid, safe ramp-up and often repays its cost in the first few months.
  3. Introducing New Technology: An organisation is planning to introduce a new technology platform that will disrupt their workforces routines and potentially threaten the success of the objective. Having seen the how these things can rapidly go south in the past if Change Management is not baked into the project, a manager will contact FPC to provide this support to assure project success.
  4. Ensuring Strategic Execution: A CEO, COO/EGM or a GM might contact us in response to their business failing to execute their strategy. We assist by embedding our proven STARR process (Strategy/ Tactics / Actions / Reviews / Results) deep into the organisations DNA. STARR provides transparency and accountability, ensuring reliable attainment of the all-important strategic objectives.
  1. FPC engagements usually start with a brief diagnostic phase to understand where the opportunities lie. It’s around this point in time that we encourage you to talk to some of our previous clients, so that you can develop a clear picture of who we are and the process you are embarking on, from an objective third party. The diagnostic/analysis/business review results in a findings and recommendations report and ultimately a proposal for a project. While some work for you may be completed remotely, our consultants usually spend most of their time on your sites, ‘in the trenches’ with your key people. This helps to build trust, the vital ingredient when making actual changes later. Typically, diagnostics take 2-3 weeks and projects between 4 to 9 months.
  2. FPC projects are structured and follow a Key Event or Project Schedule. While we will guide you all the way, it is crucial that you understand that this is your project. We will facilitate all aspects of the transformation, but it will require your vision, your leadership, your sponsorship, your managerial support and we will even ask you to free up one or more of your best people to work in the combined project team. This is one of the critical success factors, which embeds sustainability, so when the FPC consultants are ready to demobilise, your people will own their new world – lock stock and barrel.

Ever noticed how some executives come highly lauded but fail to execute their mandate? People who cut their teeth in highly structured organisations do not always transition well to companies, which are more fluid and less formal. By closing this gap your executive may re-gain their previous high achiever status. Bonus: many of your other team members will also benefit from this transition and you will take a big step towards future proofing your business.

Some of our competitors have great consultants but no IP. Others have great IP but inexperienced consultants. We pride ourselves in having both. FPC is primarily a productivity and strategy execution specialist. Some people refer to these implementations as Management Operating Systems, or MOS for short. Our model is to balance the trinity of People, Process and Technology. People operate your processes, which in turn drive your business, enabled by technology. Generalists have limitations. We have specialists, who ace these three disciplines like no generalist consultants can. You reap the benefits.

It is actually far more helpful to think of engaging a consulting firm as an investment, rather than a cost. Typically, your investment will start paying for itself after about 12 weeks and often you will have recouped your initial outlays by the time we leave. We do not believe in success fees, as we have seen it drive unsupportive behaviours; therefore the project fees are a function of scope, scale and logistics.