Practices / Strategy and Transformation
01 · Decide
Decide what matters, and make it happen.
Strategy is only as good as the institution's ability to carry it out. We set direction with leadership teams, then stay to build the office, the measures and the habits that turn a plan into results.
The problem we solve
Leaders rarely lack a plan. What they lack is a plan the organisation can execute, a way of knowing whether it is working, and the discipline to stop what is not.
What we do
Six capabilities, one standard.
Each capability can be engaged on its own. Most clients find the work goes further when two or three are combined under one partner.
Corporate and public strategy
Where to compete or serve, what to stop, and the few choices that decide the rest. Written for the board and readable by everyone who must act on it.
Operating model and organisation
Structures, decision rights and governance that let people act without waiting for permission they should not need.
Mergers, partnerships and restructuring
Diligence, integration planning and separation, with the first hundred days designed before the announcement.
Transformation office
The engine room of change: a small team that tracks every commitment, surfaces problems early and keeps leadership honest about progress.
Performance and cost
Costs reduced where they do not serve the mission, and capacity redirected to where it does.
Growth and new ventures
New services, markets and businesses tested quickly and cheaply before they are funded properly.
How an engagement runs
Four stages, one team throughout.
The people who diagnose the problem stay to deliver the answer. Nobody hands a plan to strangers and leaves.
Diagnose
Six to eight weeks to establish the facts: the economics, the constraints, the people and the history of what has been tried before.
Decide
A small number of choices, set out with their costs and risks, for leadership to take and own. We recommend; you decide.
Deliver
A transformation office that tracks each commitment against named owners and dates, and reports progress without varnish.
Hand over
Capabilities transferred to your people, with the measures, routines and documentation to carry on without us.
Where the practice joins others
Rarely engaged alone.
The practice works most often with these two. One partner leads, so the joins between them are nobody's blind spot.
Technology and Data
We sit on the client's side of the table: deciding what to build or buy, contracting for it, overseeing delivery and staying through the first months of live operation, when most programmes quietly fail..
Explore 05 · ExplainCommunications and Public Affairs
Regulators, investors, staff, partners and the public each decide something about you.
Explore Related perspectiveInstitutions rarely fail inside one discipline. They fail at the joins.
ReadStrategy and Transformation
Start with one conversation with a partner.
Tell us what is at stake. We reply personally, in confidence, usually within two working days.