All what we do in ACG always is carry out in consideration of the requirements of our clients and the needs of their customers. As we iterate toward a final solution, we assess and reassess our designs. Our aim is to deliver appropriate, actionable, and tangible strategies. The result: new, innovative way for growth that are grounded in business viability and market desirability.

Design thinking is a deeply human process that carries to skills and abilities which we all have but pass over by more traditional problem-solving practices. It relies on our ability to be intuitive, to recognize patterns, to construct ideas that are emotionally meaningful as well as functional, and to express ourselves through means beyond words or symbols. Nobody wants to manage an organization on intuition, feeling and inspiration, but an over-reliance on the rational and the analytical can be just as risky. Design thinking provides an comprehensive third way.

Use the knowledge of the client to fulfill his desires and build a valuable relationship based on loyalty, experience and trust. Engage your employees and partners in building the sentiment of your brand and the unique experience of quality of service for the customers.

Your client has a huge choice: he can choose the products and services, which are getting cheaper and more tailor-made. To stand out from the competing brands, you should build a sincere and lasting relationship with your client.

The first step is to attract the customer's attention. You can do this by offering him such products and services, which he seeks and desires. The next step is to involve him in a brand by providing him with a unique experience of buying and support at every stage.

After having established a relationship with the customer it is essential to support it by tracking and adjusting to the client's needs and sustaining positive emotions. This makes the client return.

The key issue is the ability to involve the customers, employees and partners in a comprehensive process of service and product sales.

Do you know how truly perceive you your customers? Do you know how they are served from the date of the offer, sale, service? Do you listen to the their needs, whether you can make to come back to you, to you recommending? And how your organization at the level of each employee understands Zarządzdanie customer value, if they can look at it as a whole, whether themselves or they can treat each other well and serve as customers? - Can you tell and you share your experience>

Oregain the speed of a motorboat, maintaining the standard of a luxury yacht. Connect the efficiency of the organization with specialization and experience.

If a business is expanding, the number of employees is quickly rising; departments are developing and modes of action are being created.These processes happen spontaneously or by trial-and-error.

Sales are increasing, the number of customers is rising and the profit can be enjoyed.

At a certain moment this perfect situation can, however, go wrong. Although the production and the quality of service remain unchanged, there are errors resulting from the organization of work: weak contact between departments, wasted time, growing bureaucracy, increasing number of procedures, high staff turnover and slowdown of processes.

Eventually, the customers are taken over by competition - smaller companies that are like speedboats compared to a large, slow yacht. However, thanks to process and operational performance management a large company can also act as smooth as a motorboat, still offering all the advantages resulting from the size - specialization, resources and experience.

And what is Your Organization, Your Business, it is combination the two standards? Did you looked at processes, operational efficiency, not only from a cost as well as lost opportunities and profits? - Let's look at it together>

Do not act in the dark - keep a good plan. Go with the right map to the destinations that your competitors head towards slowly and blindfolded.

The company without a strategy is like a race participant who, without guidance and navigation equipment went on the road, wandering through a completely unfamiliar area.

The strategy responds to the question of where we want to be at a point in time in the future and which path we should choose to get there.

It is supported by goals - that is, what the company wants to achieve, and tactics - that is, by what steps and tools it will use. It is the strategy that lets achieve significant, sustained advantage over competitors. A good strategy should be like a bespoke suit - closely matched to the nature of the industry and company.

It must be based on comprehensive information, be coherent and consistent. Strategy should be known to everyone at the company – from a low-level employee to the president.

To be effective, it must enter into force and cannot remain only on paper.

Does your organization, your business needs a strategy? And if so, whether it is only on the shelves of your office, whether it is indeed an effective and efficient implemented? When was the last thought of the strategy as an important area of ​​your actions? - Let's talk about it together>

Get more from the project portfolio than from each project alone. Don't let your money leak through the organizational interstices.

Each project has a multi-step plan, purpose and duration. To accomplish a project, we need to use corporate resources: time, skills of people, technology and money.

Each project costs, often much more than expected at the beginning. Money can leak via different routes. The reasons of that leakage are, among others: wrongly selected targets or performance indicators, poor communication between the involved persons and departments, the lack of control of the project or the presence of "weak links".

Because in the project all the elements are interrelated, a minor error can start a whole chain of consequences, especially when we run a project portfolio (a few or many simultaneous projects).

The challenge is then to manage the resources in such a way that the whole portfolio generates more profit than the sum of its parts.

How often do you ask yourself whether the projects that have been realized in fact bring us benefit, how to decide which is more important, how to measure whether it is implemented properly? - Bow together over the area>

Strenghten the roots of your business: invest in reliable technology matching the company's needs.

Technology can change a lot in the way you run your company, and even become its main value. With the right software you can manage projects, contact your customers and collect information about them. You can also improve communication between the departments of the company.

You can sell and promote the products in online and mobile channels. You can significantly accelerate the processes taking place in the company. You can collect and use knowledge, which is a part of the company's capital.

If the technology is to give an edge in all areas of business management and customer relations, it must be tailored to the specific needs of the organization and operate smoothly without causing errors and delays.

Therefore, it simply pays off to hire the best professionals for the task of creation and modification of the software.

How often do you do so with the technology hard without it worse? How often do you like to do to effectively use it? How often do you face a problem, or that everything that I need to realize My Business is properly supported by technology? Do you fully understand it? - Tell us how it works with you>

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Amedar Consulting Group


Mokotowska street 1,
00-640 Warsaw, Poland
cell: +48 602 591 251
phone: +48 22 745 23 80
mail: acg@amedar.com