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.
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.
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.
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.
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.
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.
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.
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.
Our team leaders are distinguished by their repeated success through multiple organisations. They have all previously held leadership roles in professional services and industry.
Their teams are primarily composed of our clients’ staff, with industry or technical specialists as required.
Over 25 years of helping many of Australia’s leading organisations develop their execution capability has developed insights, frameworks and great experiences.
Our clients span many industries since execution capability is industry agnostic.
The majority of our engagements also pursue accelerated growth, transition to digital business, mitigation of disruption and efficient compliance with regulation and other standards.
Digital is accelerating the blurring of traditional industry lines, increasing disintermediation opportunities, and forcing a rethink of the go-to-market model.