Our Consulting Services

The focal points of our services are corporate strategic development and management talents nurturing. We assist our clients to drive specific corporate strategies, improve performance and enhance the qualities of their staff through teaching practical problem solving tools and skills. AMC is different from other training organizations; we focus on helping our clients to gain actual results.

Our services are divided into six major categories, including:

  • Organizational health diagnosis; development, review and reform of corporate culture and organization;
  • Guidance, action learning and strategy of developing managerial talents;
  • Company's finance, venture capital and risk management;
  • Quality and performance indicators, organizational performance assessment and strategy of corporate management;
  • Operation, efficiency of work flows, and implementation of strategies; and
  • Management information systems, knowledge management and implementation tactics.

Our Model and Approahes

The Academy's Model & How AMC Helps Its Clients Deliver Value


The Academy's Approach



AMC Approach

 Academy employs a proprietary problem solving approach in helping your employees become better problem solvers.


  • Where's the pain?
  • What are the management issues your company faces today?
  • How much of that is taking time away from creating meaningful value for your customers?
  • "Our customers find our employees very able but cannot keep up with the changing client conditions"



  • "What would happen if these symptoms go untreated?"
  • How would we define success for this intervention?
  • We spend so much time fighting fires that we forgot we should have put in the proper system in the first place so fires need not happen as often.
  • The vicious cycle repeats and grows on itself. More people are hired to fight the fire but not to remove the causes of the fire.
  • "If we don't do something now, things are just going to get worse."



  • Causes are most indirect and are best dealt with at the source within a reasonable timeframe.
  • Causes need to be properly identified and substantiated.
  • Measurement is an important part of the process.
  • Management problems are interrelated and often cannot be surgically treated. The impact is often systematic and has a lagged effect.
  • Causes should be treated in priority, in terms of the value they add to the business.



  • Most management problems can be solved, but the problem must be identified correctly to start with. This means everyone must agree that the problems exist and are critical.
  • Solution should not just be training, but helping the employees build the competencies to solve similar problems in the future.
  • For some, learning to train others will help strengthen their psychological contract with the company.
  • Employees must be guided initially so they may help themselves.
  • What gets measured, gets done!
Friday the 19th.