FAQs
Who are McKastle Associates?
What is innovation?
Why is innovation important to my organisation?
What services do you offer?
Who are your clients?
What are your fees?
What are the advantages with using external consultants?
What are the potential problems with using external consultants?
How do I select an external consultant?
How do I find out more?
Who are McKastle Associates?
McKastle Associates Ltd are a specialist consultancy providing clients with expert support in Strategic Innovation Management. The company was founded by Dr Mike Kennard.
Mike graduated from the University of Birmingham in 1995 with a first class engineering degree and PhD in Materials Science and Technology. He then joined Rolls-Royce plc, the global provider of power systems for civil and defence aerospace, marine, and energy markets. While with Rolls-Royce Mike held increasingly senior management positions in Manufacturing Technology, Research and Technology Strategy, Airbus Customer Support, and finally New Product Development on the Trent 1000 engine programme for the Boeing 787 Dreamliner.
After ten years at Rolls-Royce Mike was awarded a scholarship to study for a full time MBA at Nottingham University Business School. He specialised in Strategy, Innovation, Enterprise, and Organisational Behaviour, and graduated with distinction. Mike then joined the University as Business Development Executive, leading its newly formed Corporate Partnership programme. This role involved forming strategic partnerships with companies in a wide range of sectors, including Aerospace, Automotive, Oil & Gas, Energy, Pharmaceuticals, and Food & Drink.
While at the University Mike recognised the need to provide companies with expert support in the areas of innovation, strategy, and technology management, and formed McKastle Associates Ltd. Mike retains strong links with the University, but now works full time running McKastle Associates and providing advice, consulting, training, research, and coaching services to a wide range of clients.
What is innovation?
The Department of Innovation, Universities and Skills (DIUS) defines innovation as the successful exploitation of new ideas. However, for the purposes of developing innovation within organisations a broader view is required.
One of the major problems with how many organisations perceive innovation is that the emphasis is placed on new ideas created by almost random “light bulb” moments of inspiration. For organisations to successfully innovate, processes must be implemented which systematically generate new opportunities, and drive these initial ideas through gated development and implementation phases. In parallel to developing innovation processes, organisations must also provide the structures, leadership and culture necessary to support innovation. Ultimately, the end result of successful innovation must be an increase in value, which can be measured in increased customer satisfaction, sales, market share, profitability and shareholder value.
Why is innovation important to my organisation?
With the advent of globalisation threats from competitors are increasing, but so are the opportunities available for innovative companies. Innovation is the internal engine which drives successful organisations to meet competitive threats and maximise new opportunities. However, internal innovation processes (if any) often remain non-optimised, and the latent talent of employees untapped. By developing innovation systems and processes which are aligned with company strategy and harness the full talent and potential of employees, these threats and opportunities can be managed effectively, leading to sustainable growth and value creation.
What services do you offer?
We provide clients with expert support in Strategic innovation Management. We focus on delivering five key services:-
These services can be combined to provide integrated solutions to organisational challenges, or used individually to address specific client requirements. More details on each of these services, and their benefits, can be found by clicking the links.
What are your fees?
Advice
Initial advice from McKastle is always free, impartial, and confidential. We can also provide an ongoing advice service to clients on a retainer basis, with fees based on the level of support required.
Consulting and Research
We charge on a per project basis, and our fees reflect the value delivered to the client. We always give a competitive quote, and regularly benchmark our fees. The scope of consulting engagements and research assignments can be varied to fit client budgets
Training
We offer a wide range of programmes, formats and durations, and charge on a fixed price per delegate basis. We offer a FREE 60 minute introduction session for new clients, as well as a range of DISCOUNTS on all of our training programmes – see the Training section of the website for details.
Training Fees (exclusive of VAT)
| FORMAT | Open | Closed | In-House | Speaker | Bespoke |
| Full Day | £495 | £395 | £295 | £295 | Contact us |
| Half Day | £295 | £195 | £195 | Contact us | |
| 90 Minutes | £95 | £95 | Contact us |
Coaching
We charge £4,995 for six 90 minute one-to-one coaching sessions which are spread over a six to twelve month period. In addition, we provide regular telephone and email contact to maintain support and monitor progress.
Who are your clients?
We work in partnership with organisations that compete through the effective deployment of engineering, science, and technology based skills and knowledge. We deliver value by enabling these organisations to deliver strategies which generate sustained innovation performance, resulting in increased customer satisfaction, sales, market share, profitability, and shareholder value.
Our clients range from global blue chips to SME’s and public sector bodies. Sectors served include aerospace, automotive, and energy through to food and drink, healthcare, and higher education institutions. Organisations that we have worked with include Rolls-Royce, BAE Systems, Goodrich, Alliance-Boots, The Welding Institute (TWI), Advantage West Midlands, East Midlands Development Agency, the Technology Strategy Board (TSB), and the Universities of Nottingham, Loughborough, and Birmingham.
What are the advantages of using external consultants?
There are three main advantages to using external consultants:-
Expertise
The consultant will have specialist expertise and knowledge with which to deliver effective solutions to the client. Because they work with many different clients they have a broad view on best practice and are up to date with the latest advancements in their field. Their expertise will ensure that an optimised solution is generated and delivered faster than could be achieved in-house.
Independence
The consultant will be independent, and therefore be able to deliver impartial analysis, conclusions, and recommendations to the client. A good consultant will operate with high integrity and never “dodge the bullet” when discussing their findings with the client. Solutions are therefore optimised rather than compromised, and far more likely to succeed and deliver value.
Cost Effectiveness
The expertise and independence of a good consultant will deliver a solution which generates value for the client far in excess of their fee. Also, the consultant will only be engaged for the time required to deliver the project, and the client will not need to bear the costs of employing a full time person (recruitment costs, salary, national insurance, pension, sick leave, severance pay, etc).
What are the potential problems with using external consultants?
Consultants who lack the required expertise and knowledge, tell clients only what they want to hear, and whose fees outweigh the value they generate are all problems associated with hiring external consultants. Other problems can include poor communication, failure to integrate and build commitment with the client organisation, and failure to implement solutions which seem good on paper.
How do I select an external consultant?
Ultimately, the fee you pay and the value you receive will be the fundamental criteria for selecting an external consultant. Failure to receive good value is not only a waste of the fee, but also a wasted opportunity to make the improvements required to underpin competitiveness. Therefore, selecting the right consultant is crucial.
A good consultant will be happy to explore a clients requirement free of charge, and usually request an initial meeting in order to gauge at first hand the scope of the engagement and build a relationship with the client. While being able to substantiate their credentials, a good consultant will be more interested in listening to the client and fully understanding the problem than giving a sales pitch. Open and clear communication is essential to a successful consulting engagement, and the client should satisfy themselves during this meeting that they feel comfortable and confident in working with the consultant.
If this is the case, and the consultant submits a compelling proposal for the work to be undertaken together with an acceptable fee, then the engagement should proceed. When using a consultant for the first time many clients break the engagement down into three separate sections: initial scoping; investigation, analysis, recommendations; and solution implementation. In this way clients are not committed to one large programme. A good consultant will be happy with this arrangement as they will have confidence in their abilities and will want to do an outstanding job in order to further enhance their reputation, and gain referrals and repeat business.
How do I find out more?
Find out more by contacting us by telephone, email, fax, or post. Use our contacts page and request a free, confidential and no obligation initial consultation.