It’s a fact: the majority of organisational change initiatives fail.

What’s more, organisations often only capture 65% of the value they expect from their strategy. So, why do leaders struggle to implement change? Why do so many organisations fail in the strategy-to-execution challenge? The answer lies in the conversations leaders have – or don’t have – with each other and their teams.

Our strategy for optimising strategy

Without effective execution, it’s impossible to realise your strategy’s potential and value. But without asking and answering the right questions, it’s impossible to create a compelling strategy at all.

That’s why our strategy for realising the full potential in your strategy starts with questions.

Questions to help you define and address today’s problems and tomorrow’s opportunities. Questions about what’s possible. Questions about the nature and purpose of strategy design. Questions about assumptions. Questions about how best to test, refine, communicate and implement your strategy.

How it works

Our process for helping you create an effective strategy, then execute it effectively, breaks down into three core components.

  • Possibilities: Understanding the case and potential for change
    • Disturb: Deep strategic insight begins when you disturb the status quo.
    • Diverge: Stretch your thinking beyond normal boundaries.
  • Choice: Determining the ‘what’, ‘why’ and ‘’how’ of your strategy
    • Develop: Build depth in decision-making and test the logic of promising options.
    • Decide: When we make the choices that will shape the future of your organisation.
  • Translation: Turning intent into results hinges on the deployment of resources
    • Deploy: Develop a process to translate the intent into actionable programs.
    • Deliver: Strategies should be measured on results, not programs.

Changing the big picture with little conversations

The term VUCA is used by organisations everywhere to describe their strategic environment: volatile, uncertain, complex and ambiguous. But even with – or perhaps because of – this awareness, a kind of strategic paralysis often infects leadership groups.

Our solution is to tap into scenario planning – the analysis of a range of plausible scenarios – to facilitate productive strategic conversations and constructive decisions.

It isn’t about predicting the future. It’s about acknowledging volatility and uncertainty, so we can find ways to deal with complexity and the ambiguity. It’s about equipping leaders with the skills and awareness they need to make informed strategic judgements. And it’s about having fun with it.

Got a question?

To find out more about how we can help you define a strategy that’s both ambitious and achievable, including how to execute and extract maximum value from it, please get in touch.