About BassClusker Consulting
Andrew is the founder and principal of BassClusker Consulting, and helps leaders to bring their strategic goals to fruition more quickly and completely, wherever possible using resources they already have. He has worked across a wide range of industries and sectors including professional services, technology, media, health, financial services, packaging, automotive and education. Some of the organizations he has worked with prefer to remain confidential. Those who do not have included Aon Risk Solutions, KPMG, DLA Piper, L’Oreal, all three emergency services, AAH Pharmaceuticals, the NHS, and International Automotive Components Group. While based in the UK, Andy travels extensively, and has worked on projects in the US, France, Germany, The Netherlands, Finland, Mexico, Russia and China.
Renowned international authority on management consulting Alan Weiss says this: “Andy Bass is that rare consulting talent who appreciates the synergy between strategic direction and committed support. He sees the job through until the client sees the practical results.” Andrew has taught consulting at Warwick and Aston Business Schools, and is a visiting faculty member at the Aston Centre for Executive Development.
His writings are required reading on courses at Aston and at McGill, and he is on the ‘Big Thinkers’ panel of experts for #oglivychange, the innovative behavioural change practice of Ogilvy & Mather.
In addition to presentations and workshops for a range of business and public sector organizations on strategic decision-making, leading change, creating buy-in and conflict resolution, Andrew has spoken at both the Cheltenham and Edinburgh Festivals of Science on aspects of communication and perception. Andrew has a PhD in Software Engineering from Aston University, and a BSc in Computer Science and Ergonomics (the application of human sciences, especially psychology, to design), also from Aston.
Andy’s work has been published on Forbes.com and in Career Development International, Legal Week, and Managing Partner magazine as well as in leading journals on systems thinking and organizational change. He is author of the book The Performance Papers: Incisive Briefings for Busy Leaders, published by Bookshaker. An active member of the Birmingham (UK) business community, Andrew is mentor for start-up acccelerator Entrepreneurial Spark (supported in Birmingham by Nat West), a former member of the West Midlands Regional Advisory Board of the leadership education charity Common Purpose, a former Board Director of the business lobbying and networking group Birmingham Forward, and former advisor to the Birmingham Future Mentoring Scheme.
Outside of work, Andrew has dabbled in the dangerous world of stand-up comedy (with decidedly mixed results!), and plays lead guitar in a tribute band dedicated to the music of Canadian progressive rock band Rush.
Often the biggest challenge for leaders is a frustrating inability to bring into play all the expensively-acquired and hard-won knowledge, resources, relationships, insights and skills that your organization already possesses but, for whatever reason, can’t apply or reconfigure so as to meet a change in circumstances…
And that means – contrary to much of the advice you probably get – that the answers to your management challenges are often not new capital investments, new systems, new training programmes or even new hires. It’s about finding better ways to use what you already have.
Time to knock the clichés on the head?
You’ve heard all the generic management clichés. To pick three of many:
- “Think outside the box”
- “Motivate employees by providing recognition”
- “Stay close to the customer”
This kind of advice is like the stock-market success formula “Buy low, sell high” – it’s not wrong, it’s just not much help:
- How do you foster ‘outside the box’ thinking? With ‘brainstorming’? By practicing coming up with as many uses for a brick as possible in five minutes? Sending people to try to cross a river with three pieces of bamboo? Even if you come up with something, how do you translate it into practical results?
- You can’t ‘motivate’ people – they are already motivated (although not necessarily in the direction you would like!). Efforts to motivate people are often highly counter-productive.
- You can stay close to the customer, but the reality is that they often can’t tell you what they will buy in the future – they’ll just know it when they see it.
Generic advice will get you just so far…
The MBA syllabus is pretty standard the world over, and while it is good stuff, it’s the students who can read between the lines that get the most out of it. That’s why the ‘case method’ is considered so important in the top schools. Sure, in the right hands, box-and-arrow diagrams and 2×2 charts can be illuminating, but the illumination is provided by the intelligence of the people in the room, not by rote application of the tools. Too many management approaches assume that one size fits all.
Our approaches start from a different view of the world of management. These methods are based on a long tradition of pure and applied research often overlooked by conventional management authorities. The shifts produced can make all the difference between the success or failure of an endeavour.
We work in a style of high-impact consulting which is based on collaboration and involvement with our clients throughout the process:
- Our focus is on business results, not reports.
- We transfer skills, ownership and accountability to your people so that when we disengage, your organization can sustain the improvements.
- Our projects are organized around clear business objectives and measures which we track with you on a regular basis throughout the project – that way, we can adjust our approach when needed, and quickly capitalise on rapid progress as it occurs.
Read what our clients have to say here.
The quality of our work is guaranteed. If you are not happy with the quality of our work, then you may seek a refund of the whole fee, or a proportion of the total fee reflecting your perception of value rendered. Should a client choose to invoke the guarantee (it’s never happened), we would encourage and welcome them to call and discuss their feedback.