About Compass Park Consulting Partners
Compass Park Consulting Partners is the strategy and management consulting affiliate of CSC Capital. We focus on providing strategy and management consulting services to middle-market corporations worldwide. In fact, CSC Capital was founded as a management consulting firm specializing in corporate restructuring. The firm’s first Company Profile stated in 1992:
“CSC Capital provides a range of specialist services which may be defined in six interrelated management consulting practices. For total corporate or agency restructuring all six management consulting practices may be utilized.”
Back then even the firm’s letterhead and business cards used the term “Management Strategist” to describe the specific expertise of CSC Capital. And while management strategy quickly evolved into holistic restructuring, the firm has never lost its deep seated strategy consulting roots. The firm’s founder working at three management consulting companies before establishing CSC Capital is further testimony to our long lasting commitment to employ the upmost in services for management consulting clients. The following two letters of reference from consulting engagements during the early 1990’s indicate the firm’s dedication toward targeting our efforts on what the client wanted.
“For years I have been seeking the perfect employee wage and compensation program. I wanted a plan that would hold people accountable and eliminate any confusion over specific duties and corporate performance expectations. A system that would reward merit, not seniority.
CSC Capital not only delivered a turnkey compensation program, but in the process did a complete corporate redesign that will enable us to effectively and efficiently manage financials as well as people. The bottom line improvements are absolutely phenomenal.
CSC Capital doesn’t just talk the talk – their hands on business aplomb is above reproach. I highly recommend their services!!!”
President and CEO,
National Paint and Coatings Manufacturer
“CSCCapital spent approximately four weeks in our shipyard investigating, summarizing, and developing plans for improving our operations…After just a few months of transition, I can definitely say that our operation has become more efficient, less wasteful and more focused because of CSC Capital’s suggestions…In our case I feel the whole has been a good a timely investment and will return its cost many times over.”
President and CEO,
International Shipbuilder and Marine Repair Yard
After dozens of successful engagements, still today Compass Park Consulting Partners follows the same management consulting beliefs that the firm espoused at its founding. First, we believe there are no new management theories. This is in stark contrast in the over $20 billion-a-year management consulting industry where most of our competition struggles to find a new management fad. Compass Park contends that for all the hype, fad-based management teams usually fail to deliver. From total quality, to re-engineering, from matrix to coaching, from the process-based organization to the flat organization, management consulting gurus spin their falsehoods, touting their academic backgrounds, with actually little practical on-the-ground experience.
Second, we believe in functionally structured and efficiently managed hierarchical organizations, for all industries. Non-functionally structured companies trivialize the business of managing, by discounting the importance of budgeting, management accountability, and sophisticated and formal information systems. On the other hand, functional organizational structures focus on the “human element” of a corporation such as the number and types of personnel needed to perform all business activities, the importance of job descriptions, focusing on work behavior, work flow for maximum effectiveness and efficiency, and defined lines of authority based on a vertical chain of command.
Third, we believe that management best performs with measured budgetary controls, as well as incentive compensation and evaluation systems in place. On this, you can’t measure what you can’t see, so this belief requires a management information system that supplies the financial and accounting numbers that correctly exposes manager performance in quantitative terms. Scratch the surface of an organization and people problems are often organizational problems and organizational problems always exists because of poor management. The good news is that if accounting information is arranged in a meaningful way then all organizational problems are exposed through the numbers. Then the firm one-upped itself by automating the incentives with the budgets. In Volume One, Number One of the firm’s “Corporate Bulletin,” Spring 1995, the firm’s first Management Information System Specialist wrote:
“The basic idea seemed simple enough – read the numbers from the appropriate line items and columns in the budgetary system, input employee-related information relevant to the specific incentive program, analyze and ‘massage’ the data using established incentive programs and voila, the incentive amount is calculated. This integration into the client’s system should save time, confusion and money.”
CSC Capital also provided the industry with one of the first successful on-line attempts to conduct an evaluation system. She further added in the “Corporate Bulletin:”
“With an on-line version of the evaluation system, supervisors are saved steps. They no longer have to calculate totals and averages, and there is no need for looking up and recording past evaluation information. Historical data is readily available, and when a completed evaluation is entered, the next period’s evaluation form is automatically prepared. The rating information is automatically transferred into the incentive system, and if there is a change in compensation, the revised salary information can be fed back into the budget system. Thus, the three systems – Budget, Evaluation and Incentive – are dynamically linked.”
Fourth, we believe that computer systems and information technology assist, not replace the human skill of good management. This belief is not shared by many in the management consulting industry, as many strategy consultants have evolved in the last couple decades to computer system and information technology (IT) consultants or advanced analytics specialists. However, to Compass Park, IT management consulting is also a fad, like instant coffee management: just open the jar and add water, no effort required. We have seen companies spend hundreds of thousands of dollars on hardware and software, but true and meaningful accounting and financial information is still concealed in a great mass of intermixed usable and unusable data. When this is the situation numbers have less meaning. However, who bought the information system in the first place and who supervises the information technology department? If top management did and does, the real problem lies with top management. At Compass Park, we separate the usable form the unusable data and provide top management with necessary control and information systems within a rational and efficient framework.
Fifth, we believe that corporate and competitive strategies must be consistent with an organization’s vision and culture, its competition and customer base, but most importantly profitable products and services and internal economies of scale. Often corporate strategy is outwardly directed though disconnected from the realities of the current business environment. For example a product sales oriented strategy, without knowledge of what products are profitable at both the gross and net margin, could cause a company to design a strategy around growing the wrong product lines, procurement of the wrong inventory, pricing the products either too high or low, and expending management time in the wrong areas. Also, if the internal economies of scales such as in production, marketing, management, and finance are not understood correctly a growth strategy may ironically result in the reduction of profits. Compass Park believes that the role of management rest squarely upon the knowledge of costs as the first determinant of all strategic actions.