1. Global Consulting Strategy & ADRDr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

2. A consistent focus and an exponentialability to learn and unlearn is whatdrives success criteria in the current eraof globalization- Bobby Varanasi (Founder, Matryzel Consulting) 3. A standard consulting strategy shouldhold forth nodes of relationshipsbetween the consulting firm and itsclients, identifying those networks asbasis for business continuity. 4. Relationship-Centric ServiceThis involves engaging, delivering andmanaging service with a clear-cut focuson developing relationship betweenthe service producer and consumer. 5. Characteristics of Relationship-Centric Organizations Adaptive Big Thinking Emotionally Astute Execution Follow-Through Strategically Values Information Unbound Talent Magnet Keeps it Simple PurposefulSource: Journal of Applied Psychology 6. Strategic Relationship PlanningIts the process of transforming afirms most valuable relationshipsinto quantifiable performance,execution and results. 7. Strategic Relationship Plan for Consulting FirmsAdapted from David Nour, Relationship Economics 8. Looking Back Action for collaboration with otherconsultants and consulting firm Other relationship-centricachievements during the previous year. 9. Looking Forward Current Relationship Bank Most Valuable Relationships Relationship Currency Exchange System for Following Through 10. Current Relationship Banksi. Do you maintain a database of contacts?ii. How current is your database?iii. Do you employ multi-dimensional categorization in the databasesystem?iv. Have you identified and documented broad insights of contacts?v. Do you have plans for tracking information on valuable relationships?vi. What is your frequency of relationships portfolio review?vii. Do you have a model of ideal relationship?viii.Do you have a list of target relationships for the next financial year?ix. How aligned is your list of target relationships with the model of idealrelationships?x. Are there some relationships neglected in the past financial year?xi. How do you propose to ensure optimal resourcefulness in eachrelationship? 11. Most Valuable Relationships Who are your top seven clients? What do you understand about their operations, threats, strengths,weaknesses, opportunities, market and growth challenges? Have you been able to leverage analytical capability in tracking theneeds of your clients? How do you plan to increase your knowledge base of those clientsbusiness? How do you intend to manage the diversity of relationships? Which of those clients referred you to prospects? Do you know why the referral was done? What attracted those clients to you? Which of those attraction factors have you developed further? Have you observed increasing profitability in the relationship betweenyou and those clients? Can your relationship with those clients survive mishap? 12. Relationship Currency Exchangei. Who are your top referral sources?ii. Whats the bond between you and the referral sources?iii. How do you show appreciation to the referral sources?iv. Have you been a referral source to any of them?v. Would you classify your relationship with them as parasitic orsymbiotic?vi. What are your plans for more productive positioning? 13. System for Following Throughi. How do you ensure your follow through does not stand asfollow up, knowing that follow up is a transaction whilefollow through is a process for ascertaining that the valuedelivered is that which had been promised?ii. Have you identified the criteria for relationship investmentsand pursuits?iii. What is your current relative reputation in your field ofexpertise?iv. How do you plan to improve your reputation for content? 14. Return On Involvementi. With what organisation is your firm involved?ii. What impact was created from your involvement?iii. How far did you expand your intrafirm involvements with thatorganisation?iv. What is the extent of intrafirm coaching in your firm?v. How did you enhance your firms intellectual capital?vi. Whats the importance of strategic relationships to your firm?vii. What performance level do you want to attain?viii.What do you require in order to attain that level of performance?ix. What are your pivotal contacts?x. Describe your firms relationship liabilities in the past financial year.xi. How will you mitigate such risk in the next financial year?xii. Identify the most valuable and most diverse relationship asset whichyour firm gained in the past financial year. 15. Reason versus InfluenceWhere the other party fails to identifyevident reason, a viable option shall beinfluence, which is leveraged on socialnetwork. 16. Social Network AnalysisThis is the process of mapping andmeasuring relationships and flowbetween people, groups, firms andother entities.SNA is the granny knot of Psychology,Sociology, Anthropology,Organizational Development and GraphTheory (Applied Mathematics). 17. Uses of SNAi. Leadership Developmentii. Strategy Executioniii.Team Developmentiv.Business Developmentv. Change Managementvi.Alliance Developmentvii.Mergers and Acquisitionviii.Relationship Management 18. Relationship Reinforcement StrategyRelationship reinforcement strategyfocuses on using clusters of socialnetworks and high performance impactto boost strength and stability. 19. The Place of ADRWhen relationship reinforcementstrategy fails to keep two partiestogether, then the next option shall beAlternative Dispute Resolution. 20. Alternative Dispute ResolutionArbitrationNegotiationMediationConciliation 21. The relationship you begin to buildtoday, may turn out to be the jointventure that makes you an incrediblesuccess tomorrow!- Ginger Geracitano 22. Dr. Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertisein HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing,Interim Management, CSR, Leadership, Project & Programme Management, Cost Management,Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, CloudComputing, eLearning & International Business. He holds proprietary rights of various systems. He iscurrently CEO, Rubiini (UAE); Hon. President, Worldwide Independent Inventors Association; SpecialAdvisor, RTEAN; Director, MMNA Investments Limited. He had functioned as Chair, International Boardof GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of ManagementConsultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; TurnaroundProject Director, Consolidated Business Holdings Limited; Lead Consultant/ Partner, JK Michaels;Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),Fortuna, Gambia & Malta; Director, The Greens; Chief Advisor/Partner, D & E; Vice Chairman, RefinedShipping; Director of Programmes & Governing Council Member, Institute of Business Development,Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member ofStrategic Planning and Implementation Committee, Chartered Institute of Personnel Management ofNigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke AkintolaUniversity of Technology, Nigeria; Editor-in-Chief & Chairman of Editorial Board, Cost ManagementJournal; National Executive Council Member, Institute of Internal Auditors of Nigeria; Member, Board ofDirectors (Several Organizations). He holds Doctoral Degree in Management, Master of BusinessAdministration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He isan author & widely featured speaker in workshops, conferences & retreats. He was involved indeveloping Specialist Masters Degree Course Content for Ladoke Akintola University of Technology(Nigeria) and Jones International University (USA). He holds Interim Management Assignments onBoards of Companies as Non-Executive Director. 23. Thank You