When we pioneered in the consulting industry in the late 1980s,
we were starting with several handicaps. The sum and substance of
these was that we needed to learn everything from scratch. We needed
to understand the consulting process, client relationship
management, as well as the need to remain continuously updated in
our field of expertise.
We started as members within a team working on small assignments
where we were essentially given sub-contracted work as part of a
full consultancy, training or research service to third parties. As we learned, we
made the transition to executing large projects ourselves
and developed competencies in consulting, training and research in various management
fields. Since Nobel Mantrich's beginning, the company has seen nothing
but upward momentum.
The next step was to work on integration of whole consulting
projects and on outsourcing parts of the assignments ourselves. This
way we could start taking full responsibility for large projects
while remaining lean and motivating our outsource partners to
perform successfully to our high standards.
The last decade has been characterised by Nobel Mantrich's
significant achievements on the family business, strategy and
marketing front, with all our centres being given substantial
commendation by clients for the quality of results and deliverables.
This is a significant milestone in our value transition phase.
The focus of Nobel Mantrich has always been to helping companies
and family businesses create distinctive advantages that set
them apart from competitors. However, what Nobel Mantrich did in the
1980s is very different from what we offer today. Through our
centres of excellence and institutions i.e. 1) the Global Emerging
Giants Network, 2) the Nobel Mantrich Strategy Institute, 3) the
Nobel Mantrich Global Marketing Forum, 4) our Nobel Mantrich
Services Marketing Center and 5) our marketing strategy and planning
services, we are positioned today to be a consulting, training and
research organisation with an integrated array of offerings in a
diversity of markets but within the above five focused disciplines.
Why did we need to do all this? We are
facing the same challenges market leaders have always faced: our
core competencies of the past have either been duplicated by others
or are irrelevant in today’s world. Unless we constantly reinvent
ourselves, we face the very real prospect of becoming irrelevant.
True leaders recognise this and measure themselves on this very
exacting benchmark. We believe we owe it to our clients, our people
and ourselves to maintain our leadership and excellence in our
spheres of expertise.