At The Grayson Company (TGC) we have the privilege of working with some of the most exciting retailers, brands and investors in the world. Some are well established world class companies whose names you would instantly recognize. Others are digital natives or early stage companies all growing at a blistering pace.

The best of these companies all have a common denominator. They have a clear understanding that the consumer world is changing at light speed. They know that technology is enabling extraordinary new, disruptive ways of doing business. And, most importantly, that their customers, whether consumers or B-to-B clients, are adopting new behaviors and creating dramatic new business cycles. Consumers are now agnostic about where, when, and how they purchase. They are demanding that they be “met” wherever and whenever they want to transact.

We find that most companies today are very “self-aware” that they need to get out in front of these changes if they are going to stay relevant, let alone “win.” However, most are completely focused on their “day jobs” and competing in the marketplace on a day to day basis. They don’t have “time” to get out of the lane to build new paths to the “new economy” taking shape in front of their eyes.

In other cases, they may not be clear about their own internal gaps in the “acumen” and skill sets in their teams necessary to compete now and in the future. We work in several ways with companies that realize that they need to change and “pivot.”

A key part of our roles as senior advisors is to help management and their teams gain “perspective” about the realities and complexity of the changes that they face. We work with teams using a series of “INSIDE/OUTSIDE” tools.

Working INSIDE

First, we help to design and shape a culture that embraces change, learning and decision making based on empirical information, not just hunches or “experience.”  To this end, it is critical that companies understand that these changes must be the outcome of careful short, medium and long-term planning. The changes need to be driven by senior management but embraced by the entire team. We provide Management with case histories and examples of companies from an array of industry sectors that have made these cultural changes, and their outcomes. These examples often serve as inspiration to “make the leap” forward into what can seem to be a very uncertain future.

Second, it is vital to do a deep dive into the organizational structure of the company, its leadership and population. Is the structure nimble? Does it have unwieldly spans of control? We help clients “self-appraise” themselves by looking at the “will” and “skill” of every key player in the organizational pyramid. We typically recommend the utilization of a simple “green, yellow, and red” diagnostic tool that can quickly provide “visualization” about qualitative and quantitative aspects of the team.  This type of honest “introspection” offers a gauge of its true “readiness” level for change.

Third, we take a snapshot of the “acumen” of the team. Has the team embraced new technology? Are they even aware of the key technologies transforming their business sectors and customers? Does the company have effective, updated training and education programs up and down the organizational “pyramid”? Is progress measured?

Working OUTSIDE

To stimulate internal change at our clients, we provide them important external perspectives. We ensure that they are exposed to the very latest technologies and processes and that they can benefit from the knowledge base we can bring from other product sectors and businesses.

We continuously monitor their external communications and touchpoints with consumers, such as their Digital Web platforms and Social Media content to ensure that they are not only relevant but aligned with the customer segments they are targeting.

Finally, we provide them with a unique range of “external” insights derived from our research and exposure to key trends. These “OUTSIDE” perspectives and insights are delivered in a range of platforms from webinars to in-person team meetings.

 

About Steve Goldberg

Steve has over 35 years of senior management, marketing and merchandising experience in retail, e-commerce and direct marketing as well as extensive experience in licensing, global brand and business development. Steve began his career at Allied Stores (now Macy’s), and became the Senior Vice President of Home and the design studio. He’s since held various leadership roles with other key retailers and marketers and currently serves as The Grayson Company’s President.