| Referrals from Corporate Executives through GDI Solutions
This table illustrates situations in which corporate executives are
encouraged to suggest referrals to GDI Solutions among their contacts in any
of the three networks.
The links (subtitles) explain the suggested process for making such
referrals.
See also the further explanations in the highlights section:
|
To Professional Service Providers
Example: You may be willing to share feedback about "proven
solutions" or "lessons learned"
as a general process to support other executives like yourself. There
may also be situations in which you are willing to share experiences on a
more selective or direct basis, as in response to an executive who we know
is facing similar decisions, such as to support the choice of professional
service providers for a particular type of project.
In such situations, referrals to service providers who are known from
direct experience to be well qualified (or not!) for a specific requirement
enables us to help executives to quickly identify relevant service providers
and perhaps share ideas about how to work with the specialists most
advantageously.
As we become more familiar with the experiences of executives with
service providers, we can obviously be more helpful when making referrals.
We therefore welcome feedback about both good and bad experiences. |
| To Corporate
Executives Example: You may be aware of other executives, whether
within your own organization or other companies, who could benefit from the
support services of GDI Solutions and our networks of contacts.
Referrals can obviously make it much easier for us to reach the right
executives at the right time to support their decisions. Your internal
networks within your company, and professional networks within your industry
or specialty, can complement our own efforts to identify and support
executives who are responsible for direct investment project decisions.
As more executives participate, the potential benefit of shared knowledge
grows. It can be very hard to identify and develop all the "right"
relationships from outside a company, so we value any referrals which can
help to point us in the right direction or facilitate introductions. |
To Area
Representatives Example: The same principle applies as for service
providers. Whether you are willing to share your own direct experience
and suggested contacts in general (lessons learned, proven solutions, etc.),
or in response to specific enquiries from similar executives, we value input
from executives about good or bad experiences with area representatives.
The good experiences can help us to assist other executives, as well as
to share "best practices" as appropriate among other areas. The bad
experiences can also be helpful, not only to help other executives to avoid
the same problems, but also to help other area representatives to improve.
For area representatives to sustain and improve the support services
which they offer, they need feedback about their performance. Our
independent role can provide a useful channel for such feedback, whether
your referral or insights are "on the record" or anonymous. Even if we
can't share your specific feedback, it may be useful knowledge to help guide
our work. |
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