In the Press
Review recent articles in the press featuring Bridge Strategy consulting practitioners.
"Customer Service in the Spotlight" — Electric Perspectives, March 2006
The object is customer satisfaction, and electric companies are finding new ways to succeed.
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"Going Back to Roots — Great Plains Drills Down" — EnergyBiz Magazine, January 2006
While much of the industry focuses on major changes and investments in the generation side of our business, the world of energy delivery has the opportunity, and in some ways, the mandate, for even more fundamental change.
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"Create a Winning Strategy While Building a Winning Culture" — Electric Light & Power, September 2005
Faced with the challenges of developing a long-term strategy for profitable growth and engaging his organization to make the strategy happen, Mike Chesser, CEO of Great Plains Energy (GPE), and his COO, Bill Downey, began with a set of beliefs to guide the strategy development effort.
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"Underwriting Customer Value" — Microsoft Executive Circle, November 2005
A roundtable of experts discusses effective strategies to help insurance firms to maximize the total value of their customer relationships.
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"The Gulf Coast Restoration Effort" — SPARKS, September 2005
The industry is adopting elements
of a new, distributed delivery model. Several utilities are working with customers, partners and regulators to address a variety of hurdles to accelerate implementation.
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"Customer Relationship Management Comes of Age" — Insurance & Technology, September 2005
As the applications and technologies used to organize and analyze customer information mature, IT executives, analysts and vendors are tackling some tough issues - how to take customer knowledge and make it actionable; how to measure return on investment tangibly from new and existing customer relationship initiatives; and how to leverage existing IT infrastructure and investments with new customer-facing applications.
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"Navigating Distribution Channels" — Insurance & Technology, June 2005
The route from carrier to consumer often is a varied, indirect course that is full of alternatives. And the person charged with navigating the route - the producer - often is regarded as the most important player in insurance.
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"Optimizing Multi-Channel" — Insurance & Technology, April 2005
Sales force automation and enterprise incentive compensation systems not only help make insurers' sales efforts more productive, they also improve customer service, customer retention and compliance.
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"Realizing Promise Of Strategic Sourcing Claims" — National Underwriter, March 2005
"Strategic sourcing" is a cost-reduction method that many insurers have attempted to implement. While they have had successes in lowering basic office management costs, these insurers have failed to recognize the greater potential savings of applying "strategic sourcing" methods to claims and underwriting functions.
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"Think Like a CFO, Part I" — Insurance & Technology, December 2004
After years of relative autonomy, senior IT executives at insurance companies are finding themselves increasingly under the thumb of tech-savvy CFOs charged with reducing costs. Newly recruited or promoted CIOs are at least as likely to find themselves reporting to the CFO as the CEO.
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"Think Like a CFO, Part II: Formulating Answers" — Insurance & Technology, December 2004
In the first installment of this article, we argued that today's CFOs are more comfortable than their predecessors with technology and more inclined to challenge IT professionals with tough questions before approving investment ideas. In this installment, we suggest methods of formulating answers to these questions.
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"Rapid Response for Research" — Financial Times, December 2004
Indian outsourcing companies have moved well beyond call centers and document formatting to providing sophisticated research to investment banks, pharmaceutical companies and consulting firms.
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Seven Small Jewels of Consulting
Large firms may get all the attention, but that doesn't mean there aren't smaller firms quietly and relentlessly making a place for themselves in the consulting landscape. Just the opposite, in fact. By focusing their resources on exploring a specific niche — whether it is for clients or talent or a consulting philosophy — the following seven "small jewels" are doing a lot of interesting work, providing exciting opportunities to consultants willing to look beyond the big guns, and having a lot of fun in the bargain.
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