Difference - Applying Social Sciences to Strategy
Our Different Perspective

The U.S. economy has changed. Yesterday, it was an industrial manufacturing economy. Today, 55% of the nation's economy is service-based; the U.S. currency's value is pegged to creditors' faith in our ability to repay our debts instead of collateral like gold; and consumer sentiment is a leading indicator of economic growth.

As a result, the most valuable asset of the economy is human capital - not the traditional commodity assets like factories, warehouses, or inventory.

Consequently, operational efficiency is no longer a critical differentiator

among competitors because your industry is already doing it or can easily achieve it with a half-century of experience to guide it. This knowledge has become so commonplace that operational consultants must today compete on price, not innovative thinking.

Thus, professional consulting, as we know it, must change.

The most important consequence of this economic transformation has been the explosive volume of information and how it motivates, inspires, and shapes human behavior.

It's not enough to forecast sales; you should be able to predict how religious, political, educational, economic, cultural and lifestyle forces will affect your constituents' decision to spend their time and money with your organization - how their decisions impact your organization's financial performance.

We ultimately believe that
rather than modifying human behavior to adjust to your current business model, you should strive to change your business model to profit from the behavioral forces affecting it.

Transforming your organization based on how your constituents behave is critical and you should engage an advisor that is prepared for the new way of doing business today - al berrios & co.

Read more: "The Business of Management Consulting"

Learn more at About Consulting

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