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additional horsepower to our true business development arm, and while I am no rock star there, I’ve been realizing that my contacts from more than 25 years in the industry are getting better and better, and therefore can be leveraged. As we constantly seek to empower and train the next generation of leaders, team- building, strategy, market-approach, and prodding on operations all are on my future focus list. By emphasizing these areas and focusing on mentorship of individuals accountable for movement in such categories, it will be imperative that I add value by setting the tone and providing insight into vision and emphasis areas. TZL: What role does your family play in your career? Are work and family separate, or is there overlap? CS: I was listening to a sports talk radio show yesterday, and a former professional athlete was talking about how the best/ most important business decision you will make is with whom you will partner yourself. In my case, I think that is absolutely true. My wife is the stable, consistent, level-headed balance to my own personality (which has gotten less up and down) and what this job can bring in variability. There are things that I bring home, and she can help by listening and offering advice or support, but there is also a beauty in knowing that she also provides a safe-haven where I can check things at the door. Short answer, there are a lot of people who are impacted by decisions I make and influence, and it would be unfair to them for me to “call it a day” as soon as I get home. TZL: Artificial intelligence and machine learning are potential disruptors across all industries. Is your firm exploring how to incorporate these technologies into providing improved services for clients? CS: ISG has always been pretty quick to embrace new technologies throughout our existence; most recently with drone, dynamic and static virtual imagery, videography and interactive tours, portable scanning, etc. We also believe there will be a day when the delivery of our work product will be very different than it is currently. For a long time, the definition of technology in our industry was simply trying to develop a better way of creating the same old documents; 3D modeling was the first big step to a new deliverable. We are eager to get in front of See LEVERAGING EXPERIENCE, page 8
high-level snippets of performance and firm position during quarterly firm-wide ISG University sessions (broadcast live) and InsideISG Newsletter. ❚ ❚ Recent months’ invoicing and utilization rate. Knowing current cash position, prior months’ invoicing, and a nominal 60-day average on receivables, we can predict near term future cash positions. Couple this forecast with an understanding of how busy we are (utilization rate and direct discussion), we can really look forward and understand future increases in work flow and general firm position. While we track utilization rate and use it in the above analysis, we do not base individual rewards on this figure. The core firm focus on making better decisions faster, and also focusing on results versus stale metrics, guide our firm. To be accountable, we must be directly in tune to the items above but do not hold the figures as a basis for all firm decisions. Such figures are always accessible to firm leaders, which include those responsible for department, service group, market, and office management. However, it’s not a KPI that is pushed to the individual performance level, other than being cognizant of their impact. ❚ ❚ Marketing and market activity. Analyzing and assessing how much activity is out there, focusing on proposals, capture plans, work won, competitive climate, etc., remains a core firm focus. Coupled with general market awareness and engagement (i.e., industry trends, changes, focal areas), we work to provide market leaders and others with the necessary tools to truly understand pipeline, potential, and, in turn, where to continue focus and energy. Again, while less of a clear lens, the above items predict potential cash even further out, in addition to identifying competitive advantage elements and relationship trends. At a high level, this information is highlighted in firm communications (e.g., ISG University, newsletter, weekly/monthly communications), but in a more robust manner through interactive dashboards and tools for firm and market leadership, including ISG’s Shared Services team (talent engagement, marketing, finance and accounting, and IT). TZL: How much time do you spend working “in the business” rather than “on the business?” CS: As CEO, this fluctuates. I spend very little time truly designing specific projects; however, I am spending more time with our leaders, firm-wide, to develop and implement quicker/better design procedures from an empathetic/client perspective. Recently, we’ve focused on adding
HEADQUARTERS: Mankato, MN NUMBER OF EMPLOYEES: 315 YEAR FOUNDED: 1973 NUMBER OF OFFICE LOCATIONS: 10 offices in eight communities within four states, serving clients
nationwide. EXPERTISE:
❚ ❚ Architecture ❚ ❚ Engineering ❚ ❚ Environmental ❚ ❚ Planning MARKET SECTORS: ❚ ❚ Agriculture ❚ ❚ Commercial ❚ ❚ Energy ❚ ❚ Education ❚ ❚ Government and cultural ❚ ❚ Healthcare ❚ ❚ Housing ❚ ❚ Food and industrial ❚ ❚ Mining ❚ ❚ Public works ❚ ❚ Sports and recreation GUIDING CULTURE: Responsiveness, creativity, ingenuity, eagerness, and accountability
© Copyright 2019. Zweig Group. All rights reserved.
mber 30, 2019, ISSUE 1325
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