The Surje Integrative Process^TM enables our consulting teams to tap into the vast knowledge base which exists within our clients' organizations, as well as our multidisciplinary case teams. Our unique consulting process leverages knowledge verticals and diverse teams, to create solutions which are more optimal more often, than any traditional consulting approach can provide.teams.

Businesses don't just deal with marketing problems, accounting problems or operations problems. They deal with multi-department issues, involving different silos of thought and conflicting models of perception and value. They face problems of collaboration, of cooperation, of complexity. Problems that the Surje Integrative Process^TM was designed to solve.
 

Sample Cases
 

	Case 1 - Chief Marketing Officer All the information was in front of her but the answer still lay buried somewhere inside the data. The market trends showed increasing consumption of premium items, consumer demographics indicated their core customer group was shrinking and the results of the focus group placed their brand in a different segment of the consumer mindset than expected. The last executive meeting had been punctuated by strong disagreement between her department and operations, with the need for capital investment in updated production equipment unable to be dealt with until she could decide on the marketing thrust for the next fiscal year. The finance department had confused the issue further in her mind by presenting table after table indicating that the products she had always classified as pillars of their sales success were actually less profitable than other products based on a new sort of costing approach they were using. A decision had to be made as which products the company should focus its efforts on and it had to be made soon. This is a problem that the Surje Integrative ProcessTM was designed to solve.
	Case 2 - Chief Executive Officer The latest quarterly results spread out on his desk made the situation clear.  The aviation division continued to post losses and this quarter was the highest yet.  The meeting with the aviation VP had gone the same as the last few times, with Carl insisting that the cost-cutting measures to date were beginning to take traction and that the industry was due for a turn-around.  The problem was that the financials didn’t support either of those assumptions. Given the lackluster results for the company overall, he knew that neither the Board nor investors would be pleased with the results and he would once again be under pressure to slash costs in the aviation division.  In the last Board meeting, the idea of exiting the aviation field completely had been raised and it was likely to be put forth again.  While analysts would love to see a round of deep cuts and lay-offs, he wasn’t convinced that retracting would solve the problem.  In fact, he wasn’t certain that aviation’s recent slide was primarily caused by inefficiencies within the division or industry problems.  Other companies had posted some gains in the sector recently, indicating that some blame for the numbers fell in-house. Since the merger two years ago, the organizational structure had continued to settle and though the result seemed logical, he couldn’t shake the feeling that it was harder to accomplish certain tasks now and that things that were once simple were increasingly more convoluted.  Divisions that used to be consistently strong earners for the company were down one quarter and up the next, and more and more the explanations seemed to focus on internal factors. He needed to track down where the current organizational structure was getting in the way of the company’s strategy, he needed to fix it, and he needed to do it fast. This is a problem that the Surje Integrative ProcessTM was designed to solve.