top of page

CAPACITY MODELS

Hundreds of permutations on staffing variables that yield a range of scenarios at the touch of a button.

Location models

Costs/Benefits of WFH or RTO, whether in a U.S. downtown or an international workforce

 pricing  models

Tailor margins by task, by role, by group, or by site - all via an array of pricing & discount strategies

organizational heaLTHchecks

Beyond the quantities of labor costs & pricing, evaluations of morale, skill, and strategic likelihoods

Gotland Consulting Capacity Models (GCCMs)

Beginning with a glossary of terms and a repository of citable numbers (including a log of all changes to those numbers), assemblage of all mathematical facts in the volumes and patterns of work units and in the staffing of all resources to perform the needed work, to deliver the quantitative results of required staffing.  GCCMs invite experimentation with 'What If' scenarios and show instantly the impacts from changes made in either work composition or workforce composition - both of which invite further layers of AI-driven efficiencies.  GCCMs can be critical to expansion plans and to pricing/discount strategies.

Gotland Consulting Location Models (GCLMs)

If GCCMs quantify how many people are needed, GCLMs present you with that headcount across a third dimension of location.  Here our expertise in capabilities (the good and the bad) and salaries of global regions delivers often radical variances in labor costs when that is performed remotely, with accompanying levels of what to expect (good and bad) from such changes.  The same study across North American regions moves one closer to validating the merits of Return To Office policies - both in drafting comparisons of remotely-WFH team members and in validating the income derived from roles where onsite presence is being offered to customers.

Gotland Consulting Pricing Models (GCPMs)

Once an enterprise has better insight into the ranges of its labor costs, it is immediately able to focus on the other half: how that labor is being priced.  Here pricing is defined as the net of all revenue for a work function, which means here we are studying not just rates but discounts, terms & conditions, and even new offerings that can be launched from an existing workforce.  This is another and the final dimension to affix to the Capacity and Location factors to bring the flatness of expense lines into the full shape of income for those activities.  GCPMs can also generate variations in margin, including MOI by Customer, by Customer Region, by Product/Function Offered, and even by Management Group.  It's almost certain that not all profitability comes out equal in these studies, which invites the options of pricing changes or workforce changes - or even ending certain offerings altogether.

Organizational Healthchecks

A workforce has its quantitative aspects and also its qualitative aspects.  Sometimes even when the numbers are optimal, a team of people has many ways to underperform or overperform on expectations.  Often oversimplified under the word 'morale', the organizational health of a workforce is affected by skills, personal development, opportunity, communication, levels of respect, and other elements that workers see and that affect the energies they bring to their work.  Gotland Consulting has both tests and training programs to boost these areas of focus, with particular emphasis on the performance of manager titles.  

Gotland Consulting Velocity Councils (VCs)

Mathematical ranges for all cost and revenue variables is helpful but in the end not only are decisions on this input to be made, but then of course a plan with its related measurable outcomes need to happen for any of it to become real.  This is our primary area of specialty, as we can swiftly provide a turnkey transformation process that we call Velocity Councils.  Whether run by your own team or by Gotland Consulting directly, VCs start with the behind the scenes process of itemizing what dependencies are needed in the going forward plan, identifying who the stakeholders (RACI) will be, and being ready to track both events and needed changes to outcomes as the needed work would commence.  To make such a plan work, however, you will need cooperation from some of the best minds on your teams, all of whom are already buried in very busy 'day jobs'.  Our experience has shown us that the best method to then drive the more noticeable transformation plans is via a publicly visible, 30- to 90-day cross-functional push during which change must happen.  In a Velocity Council, the date when it must end is much more important that the date when it starts.

How We Engage

Our methods of engagement and recommendations include the following attributes:

  • Data collection and analysis that is unobtrusive to the client organization

  • Models and Solutions Processes that factorize complexities and invite collaborative fine-tuning

  • Creation of transformative recommendations that are outcome-based and measurable

  • Enactment of 'Velocity Councils', short-term transition programs (usually 30 to 90 days) that enable rapid change and that include:

    • Data Libraries, 'Clean Rooms' & 'Single Sources of Truth' Repositories

    • RACI-defined Networks of Stakeholders & Cadence of Needed Involvement by Stakeholder

    • Experienced Pragmatism & Innovativeness in evaluating what can be likely to be achieved by layers of probability

    • Programmatic Timelines that operate within a daily Management System Governance

    • Metrics/KPIs/Margins of Actual Results against Target, and rolling Forecast Results for same by Month or Quarter

    • Communications, always ready-made with the latest salient points and modulated for multiple need-to-know audiences

bottom of page