—— SPECIAL SITUATIONS ADVISORY
You face a high stakes event. Perhaps you pursue a great opportunity that has to succeed. Perhaps you are met with an external force that you must respond to. The situation is complex and uncertain. It’s the type of situation that isn’t solved by a single professional discipline or a preexisting solution or framework. You need judgment across broad expertise. Someone that knows how to help you navigate it right.
Who do you call? Currently nobody. That’s because no single professional category owns this kind of situation or project. Rosemont does.
Your organization finds itself in uncharted waters and must navigate it successfully.
Getting it wrong is expensive. Getting it right requires someone who knows how to get to where you want to be.
In the very situations lacking it, we provide unrivaled clarity to the decision-makers when they can’t afford to be wrong.
High stakes operations and projects have to be navigated under uncertainty, as they unfold.
To understand the environments that require us, we suggest the following examples. They are in many ways the same: complex, high uncertainty and time pressure and no known solution in advance.
—— OUR OPERATIONAL DOMAIN
01
Pressure from regulations, inspections or government
Inspections flagging violations, trouble meeting tightening regulations and standards or deterioritating government relations can cause serious disruption, delays, penalties or worse: shutdowns.
02
Teams unable to make progress.
Teams tasked with breakthrough innovation or a critical operational challenge — locked under pressure, struggling to move forward despite effort and resource.
03
Investing in capital assets and technology
Significant capital committed: new production capacity, facility upgrades and technology acquisition. Stakeholder expectations must be maintained under pressure.
04
Site closure and transfer of capital assets
Divesting physical assets or closing down a facility involves negotation, risk transfer and a large number of stakeholders that need to be in on your way out.
05
Disruption or crisis
An organisation experiencing disruption, struggling to function, over-reliant on a single resource, or unable to identify and address the underlying root cause.
06
External threats and hostile action
Pressure from a competitor or activist group systematically undermining your regulatory standing, or unintentional harm from external activity forcing a response.
What is needed is a particular set of instruments, unique from what every day situations require.
How do we get you to where you want to be? You probably have a good idea what the outcome you seek, are, but what would the way there look like? What does getting there take? The following will show you what drives the outcomes.
To be clear, this is deep knowledge work. Everything we talk about here is about expertise, knowledge in complex situations. These are not linear, meaning changing one thing leads to changes everywhere.
If these examples resemble your current experience then discuss them with us to get a read on your situation and we will show exactly how much there is to be understood about them.
Technical Integration
With multiple, often technical knowledge domains the challenge is being able to understand all of them well enough to get them into alignment. There will be many changes as things unfold, which require adjustments across the board. We make the inputs come together in a coherent and integrated whole that works.
Wayfinding
Especially when you’re doing something novel or in an unfamiliar environment, the path is not known. By getting mapping the terrain and getting a good enough understanding the path must be intuited. This is opposite to brainstorming possible paths forward, one must move forward and adjust as things unfold.
Translating Between Fields
What sets us apart is that we can speak the language of both the entrepreneur, and the authorities, as well as the particular disciplines. Everything becomes a lot easier when people from different spheres feel that what they tell you is understood.
Sensemaking
The main challenge of special situations and projects is that you get presented with novelty and unfamiliarity. When you don’t know how things are going to turn out getting an orientation with much information unknown, which takes a special skill and being comfortable with not-knowing adn uncertainty.
Human Interactions
As we say every business problem is a human interactions problem. Special situations and projects require the ability to hold multiple perspectives simultaneously. Tactically empathizing with stakeholders tells what their interests and needs are and how they will respond. This produces mutually agreeable approaches that work well enough for everone.
Knowing what to do in non-standard situations
Knowing what to do in non-standard situations is a skill and it takes getting used to. They are complex with a many moving pieces, unknowns and stakeholders. They are hard to predict and one has to know how to deal with emerging unknowns and constraints.
Broader View
To find the best course of action one needs to have a good understanding of the entire playing field. Bringing everything into view while determining how they got that way will tell you what gave rise to the situation. Together with the environmental context and what is possible rather than the constraints.
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—— FROM OUR CLIENTS
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Why Rosemont
A Q&A with Rosemont’s founder and principal discussing Special Situations providing more insight on what the firm does and what sets them apart.
—— INSIGHTS