We help clients grow, digitise and optimise their business through execution capability …
Growth is the main driver of value creation. Improving execution capability and the ability to adapt will help
optimise the portfolio and shift investment into growth.
Growth Strategy
- Growth Strategy to prioritise the sources of growth that will materially contribute to value creation.
- Digital Strategy to prioritise the opportunities from industry disintermediation and organisational disruption.
- Capability Planning to prepare the uplift required to execute the growth, digital or operational changes.
Commercial Effectiveness
- Go To Market to optimise segmentation, direct/indirect models, structures and internal/partner coverage.
- Channel strategy for a multi-channel market to better support the customer’s journey to consume a broader offer.
- Sales Force Effectiveness to optimise the skills, motivation, metrics and management of the sales force.
Products & Innovation
- New product/service development to promote innovation and qualify the improvement to the value proposition.
- Product Portfolio Optimisation to identify and address gaps, unprofitable or non-strategic products, and introduction of complementary services.
- Pricing Optimisation to analyse and realise changes that can make a big impact on margins and revenue growth.
Digital Sales
- Social commerce to create and optimise your (digital) customer community.
- Personalisation and loyalty to develop the relationship with customers and suppliers for mutual benefit.
- Digital channels and sales to create and grow revenue from new services within your customer community.
Optimise Operations
- IT project optimisation to deliver key IT-enabled projects through specialised project management.
- Corporate function optimisation for shared services, straight-through-processing, and build data for action.
- Enterprise Resource Planning to transition to the next generation of platforms that underpin operations.
Actionable Insights
- Data and analytics strategy to leverage rich data amid the exponential growth in data and services available.
- Commercial Decision Support to equip the commercial organisation with operational and customer insights.
- Customer Community development to enhance and develop rich-data to better serve the customer community.
Organisation & People
- Operating Model and Organisational Design to optimise the relationship between all elements of the business.
- Process Simplification to optimise the efficiencies of greater automation or centralisation; and prepare for digitisation.
- Culture and Change management to define and embrace the change throughout the organisation and its partners.
Post Merger Integration
- Synergy realisation to quickly bank the efficiencies, but critically realise the growth opportunities (the 1+1 = 3).
- Team integration, uplift capability and create opportunity for talent to thrive in the new operating model.
- Change and communication throughout both organisations and the market to motivate transition.
Regulatory & Compliance
- Regulatory change that optimises the speed of change in order to minimise expenditure to maintain compliance.
- Policy adoption to efficiently transition to new corporate policies and procedures.
- Standards programs to efficiently adopt professional (e.g. PM) or corporate (e.g. methodology) standards.
Outcomes Clarity
Accelerate short and longer term results by defining and aligning to the full potential, articulated in clear, compelling and structured end-states that specify how the organisation will “look and feel”. All activities must contribute to these outcomes, and learnings to refine outcomes and recalibrate timing.
Outcomes anchor the ‘professionalisation’ of the community via correct language to enable communication and coordination throughout the organisation and its ecosystem of partners.
Optimised Benefits/Value
Accelerate by simplifying prioritisation through correct benefit and valuation disciplines which enable comparability between investments and over time. The most important benefits are not always financial, and target values are not always budgets.
Governance of value drivers enables the organisation to be adaptive and global language and rules are key components of the transformation infrastructure.
Adaptive Teams
Being adaptive is a holistic, organisational trait; the sum impact of all teams and culture which ensures responsiveness to market changes versus execution progress.
Adaptive delivery teams ensure all activities, across all teams, are anchored on specific outcomes, are informed by a fact-base and refined by test-and-learn. Adaptive governance teams are active, frequently revalidating priorities and delivery timing/sequence to optimise productivity.
The transformation is underpinned by Executive commitment to drive and demonstrate, and often supported by specialist facilitation to accelerate the shift.
Govern & Drive
Help governance teams accelerate by tightening the gap between value and product delivery through well equipped, devolved and active governance teams. These teams prioritise towards performance over compliance, and maintain an enterprise customer view. A true outcome focus enables a clear line of sight to drive accountability through the investment and product lifecycles.
Engagements are typically framed as governance team member or board advisory, operating model design, enhance governance processes, strategic planning or facilitate enterprise PMOs.
Prioritise & Sequence
Help governance teams accelerate via clearer delineation through pipeline from product qualification, to investment valuation and then transparent benefit/KPI realisation. Change delivery and product development teams are assisted by enterprise-level facilitation (a portfolio is a subset of strategy, not a superset of activity) such that prioritisation recognises market/competitive position, and sequencing is influenced by relative stage of product lifecycle.
Engagements typically create or optimise business cases, investment management practices, operational planning, better use of (external) fact base to maintain validity of forecasts and tightening of pipeline disciplines.
Manage & Sustain
Help delivery teams accelerate results via programs to deliver the most valuable outcomes, typically across multiple divisions, and almost always across multiple product/service lines. Establish an environment for teams to be successful by aligning preferred ways of working with what is being built (i.e. outputs/products) and what is being achieved (i.e. outcomes). End state planning, conceptually right-to-left, identifies the actions to lock-in change following bursts of delivery.
Engagements are typically framed as program management, program design, transformation office support, project management or change facilitation.
Adapt & Deliver
Help delivery teams accelerate through fit-for-purpose project or product delivery methodologies, ensuring all activity contributes to predefined outcomes. An adaptive culture that translates learning into productivity and creates opportunity for talent development. An appropriate left-to-right delivery rhythm is influenced by the inherent complexity of the change. Different teams will have different rhythms
Engagements are typically framed as target operating model design, digital product development, or business simplification before digitising or process standardisation.
