Our Expertise

We help you to identify tomorrow's problems and opportunities today. You become an innovator by using out-of-the-box solutions which prepare you for the future by erasing those problems and being among the first to capitalize on opportunities.
  • Modernization of service delivery

  • Updating business/organization process efficiencies

  • Message development

  • Government advocacy planning

  • Leadership development and training

  • Organization culture development

  • Organization or project level analysis

  • Evaluating roles and responsibilities

  • Establishing measures of effectiveness (outcomes)

  • Analyzing barriers to growth

  • Incorporating disruptive technologies

  • Disrupting stagnant vision

  • Disrupting work dynamics

Strategic Planning
Structural Analysis
Disruptive Conceptualization

   Businesses are started and successfully operated because someone identified a need and created a product or service to address that need. While needs are often persistent, even those which are stable (such as food and shelter) evolve and change over time. Pressures external to the business constantly work to obsolete its offerings - laws and regulations, consumer desires, new products, and mode shifts to name a few.

   While there is greater focus in for-profit business on the balance between providing a product/service and maintaining financial health, these entities still have the propensity to suffer many of the struggles of nonprofit organizations. Structural effectiveness, adequate measurables, analysis, and evolution are all constant concerns for successful businesses. While large corporations tend to have the resources to manage these influences, they are not exempt from stagnant vision. Small businesses and non-employee businesses are at much higher risk of suffering from a lack of resources, staff experience, and/or process controls.

   FSU Consulting helps for-profit businesses address concerns, develop strategic vision, integrate with broad sectors and government, and maintain or re-ignite growth. We evaluate organization and administration pitfalls, and utilize organization analysis, process development, leadership cultivation, and modernization to enable repeated renewal and success for small and medium-sized business ventures.

 

   Nonprofit organizations most frequently sit in the quasi-governmental space that exists to deliver services with greater efficiency than government, and at less cost than through a for-profit entity. Individuals who start a nonprofit or are deeply involved in one tend to prioritize addressing the needs of the community to be served over the operations of the corporation - nonprofit work is about “heart”, and rightly so. However, this leaves many nonprofit organizations without the expertise required to develop effective processes, establish measurable goals, and maintain growth in an ever-evolving environment.

   Every nonprofit organization exists at some point along the lifecycle of a nonprofit. From conceptualization to peak delivery of services, and eventually stagnation and failure, this lifecycle has been proven. Each successive phase in the lifecycle bears a risk of failure, and opportunities for renewal - revitalization - are often missed during the decline. In addition to the inherent internal struggles of nonprofits, interactions with communities, businesses and governments also create barriers and risks to successfully providing a public benefit.

   FSU Consulting has a robust understanding of nonprofit organization and administration pitfalls, and utilizes organization analysis, process development, leadership cultivation, and modernization to enable repeated renewal and success for these vulnerable service organizations. We enable successful change management coupled with focused and updated mission and vision. Enhancing those internal changes, FSU facilitates community connections and networks which build significant investment in community service, and greater receipt of assistance from local leaders and governments.

In a fast-paced era with constantly changing variables, governments being with distinct disadvantages. Most governments, particularly small local governments, hold closely to old models and past traditions. These models are necessarily deliberative; however, the ability to make meaningful, significant, or revolutionary change is ______. Even in larger metropolitan regions, adaptability is a major concern.

For example, consider the path by which Uber created its market. Uber is a smartphone app which enables any person to access a network of drivers who will transport them for a fee - commonly referred to as “ride-hailing”. Among governments, Uber has earned a very poor reputation - but through a path borne of necessity, I argue. Uber’s leadership recognized the inherent difficulties and long timelines regularly associated with obtaining government approval to do anything new or different. Being at the cutting-edge of technology and the gig economy, Uber’s leadership also felt an urgent need to create and capture the market for which their product was developed. So, instead of asking permission from government to try something new … they just did it. Uber entered cities like San Francisco, New York, and Paris and began operating. Over the next five years, market opponents and governments mounted legal battles against Uber because it did not seek to create a legal operating space before bringing a much-needed and liked service to consumers. In short, Uber decided to offer modern services to consumers without first seeking government permission, and I argue that the decision was made in significant part because governments move too slowly to react to changes in technology.

 

FSU Consulting helps to bridge this gap in several ways:

  1. Developing and maintaining up-to-date understanding of emerging technologies and trends to provide decisionmakers with expert knowledge and guidance which can help reduce the time required for government to adjust.

  2. Understanding the ways that disruptive technologies converge with a global perspective that can help government to develop its own vision, and to be future-thinking in a manner that enables technologies and developing markets rather than hindering them.

  3. Bringing together leaders in industry, education, and government to create comprehensive training, testing, and deployment for new products and services.

  4. Streamlining human resources and decision-making processes, and organization structure to more effectively consider and address needs and proposals.

Governments
Non-Profits
For-Profits

Who We Serve