EMGs leadership team is experienced, well-versed, and connected both to the private and public sectors, academic institutions, and international organizations.
EMG calculates that the value of advice is often determined by the wealth of an advisor’s experience, capabilities, and past performance. By having a knowledgeable staff with experience and relations that span varying sectors, EMG has proven itself capable and successful in reaching out and identifying the best solutions for developing world challenges, and in managing relations across a complex array of clientele, interest groups, political entities, and other stakeholders.
EMG successfully manages complex projects and works effectively with different client and interest groups based on its experience managing five factors that the company considers to be critical for its success and a source for its competitive advantage.
The factors include EMGs knowledgeable staff, diverse clientele, focused capabilities and market orientation, monitored performance, and managed professional community and practitioner network. By actively managing each of these factors, EMG is able to scale its support and ensure strong delivery of services for dynamic projects that are located within challenging and often insecure environments and influenced by ever-evolving pressures for change and technical/regulatory direction.
For this reason, EMG leadership ensures that its corporate strategy focuses on its core capabilities in emerging markets and developing nations. EMG’s experience includes project implementation around the world, including the following project examples listed below.
EMG realizes that the value of past performance is predicated on an organization’s ability to learn from its experiences; relate them to current situations, strategies and environments; and execute project plans in ways that employ the best of experiences and avoid the worst. EMG’s methodology for project management is predicated on the following formula:
Communicate Collaborate Coordinate Control
EMGs business model is predicated on the fact that it’s more efficient if communities learn collectively and more effective if the organization performs within a construct that perpetuates a continuance of shared knowledge and experience. With this in mind, EMG maintains a very small administrative footprint and leverages its diverse practitioner network to identify the right person for the right project. Therefore, EMG uses its broad professional network to deliver the appropriate solution and foster the appropriate debates.
EMG’s business model is designed to quickly assemble teams in a competitively advantageous manner and support them in the field while managing and continuously improving the delivery of complex projects and multiple task orders.
EMG determined that the ever-changing and evolving environment that houses and influences energy sectors throughout the world requires the organization to deliver services in five distinct yet related manners: flexibly, innovatively, responsively, appropriately, and timely.
Tactically, EMG is able to manage this flexible and innovative business model because it has developed its communication, collaboration, coordination, and control methodology for managing multiple task orders and complex projects. By monitoring performance and managing professional networks that include public sector, private sector, academic institutions, and international organizations, EMG ensures that best practices are implemented across task orders, administrative and other overhead costs are avoided, and quality services appropriate for a given situation are delivered in a manner that is appreciated by a particular client and that serves EMG’s vision for a world with less poverty and more opportunity.