Can such intangibles as values, business conduct and internal communication be leveraged to become part of your company's competitive advantage? Palomar's intensive experience with multinational corporations and other organizations has shown that these often untapped intangible assets are key to establishing a competitive edge in an increasingly global marketplace. The Palomar Human Resource and Competitive Advantage package is founded on the concept that how a company achieves success is as important as the successes that are achieved. The "Culture as Competitive Advantage" program develops your organization's HR strengths in a way that will positively affect your bottom line through an innovative and practical process.
Many corporations have operations and offices in numerous countries, each with contrasting cultural values and approaches to business. Organizations that hope to thrive in the global business environment can struggle with establishing a universal identity and set of values that saturates and benefits all of their business divisions and country offices. Palomar helps companies identify and develop their universal values, imbed usage of these values across the company and create a system for embracing key values over time. The outcome of this work is a company-wide leadership team that understands, respects and implements specific values in a way that distinguishes your organization in the marketplace as an ethical community of workers, as well as a competitive player.
The most successful organizations communicate well throughout all of their levels, locations and functions. After working with multinational clients who sometimes operate in difficult, unstable environments, we've learned that effective cross-cultural communication alone is not enough to sustain success during times of change. Palomar's "Matrix Mentoring" service establishes an internal network that facilitates formalized and informal communication flows across functions, hierarchical levels, generations, national offices and cultures. Imagine an organization where new hires in one country are benefiting from the knowledge of established leaders in other countries and in other divisions, while those same leaders are benefiting from the experience of the new staff. This internal communication competency builds on your organization's values and further enhances your competitive advantage in a world where communication is instantaneous and precise.
Short-term successes for companies are often followed by periods of complacency, where success is seen as a static achievement rather than an evolving process. To counter this negative trend, Palomar provides a "Competitive Intelligence" service that maximizes your resources during times of success and aims to minimize competitive surprises waiting over the horizon. The program is divided into two components.
Palomar's structured facilitation of strategic conversations examines some of the difficult and unproductive assumptions that exist even within the most successful companies. These structured internal explorations enable organizations to strive for greater excellence and challenge their own self-proscribed limits. Through a series of interviews and strategic conversations, our associates create and nurture a trusting environment where real analysis of future goals and company strengths can occur. During this process there is also a positive experience of harnessing and leveraging existent but unvoiced knowledge within the company's departments and levels.
This component distinguishes Palomar's approach as Competitive Intelligence rather than Competitor Intelligence. We provide the research component necessary to understand competitor movements, and also to enable knowledge of social, economic, political, environmental and trend-spotting factors that contributes to future strategies. Our process assists your company to be aware of and understand related and unrelated trends before the rest of the industry. We assess and compare potential competitive opportunities and threats that allow you to make strategic decisions. We also examine the benefits of being a leader (first-mover) or follower in specific cases.