We’re about being there for our clients when it really matters. When it absolutely has to be right. Doing the right thing is both our ethos and sweet spot. And it’s why clients turn to us again and again
Find out how you can make a big change to your career by joining one of the best small firms in the UK.
I graduated from Liverpool University with a degree in Geography in 1999, and seeking variety while I decided what I wanted to do long term with my career, I began my management consultancy career at ...
Kirsty Nethersell, Partner
View Kirsty now
It's the people that make Berkeley different to other consultancies.
Bright, friendly, down-to-earth people who are both thinkers and doers. Working by your side, as consultants and colleagues, to get the right results.
Our insights are short thought nuggets showing the difference we make to our clients and sharing practical insights.
Home > News & Views > Insights > Speeding up the selection process
Why does selecting a supplier have to take so long? You want to be sure you are making the right selection in choosing a great supplier. But does that have to mean you need to take a great deal of time? Not necessarily.
Traditional selection processes are sequential, step by step – slow. The standard way is to spend time gathering requirements, issuing RFIs and RFPs, short-listing suppliers, making final selections, asking just about anything and everything that might be relevant along the way. It is heavy on paper and light on demonstration. A process that can take months.
There is another way, one that’s more akin to agile rapid prototyping. One that takes weeks rather than months. A way that strikes a chord in our perpetual beta world, with its collaborative, iterative demo-heavy approach. The key to its value is that it is not only faster but also still gives you confidence that you are making the right selection. It’s about increasing speed without compromising quality. Good decisions made quicker – what’s not to like.
There will be times when the old sequential selection process will be most appropriate, but it’s well worth looking for opportunities to apply this new quicker approach. To help you, here are a few tips:
Download this insight
Creating a new challenging strategy at Sweett Group
Creating a corporate strategy from within the business
Maximising the business impact of your HR function
Four steps to successful strategy development
Bridging the gap from Strategy to Delivery
The many sides of operational due diligence