“Making Strategy Happen” is at the heart of what we do, and in what we believe.
However, this often means that the starting point is to first help develop the strategy. This involves clarifying aims and objectives before reviewing and, if necessary, refreshing the overall business or organisational strategy, then ensuring that there are supporting and aligned functional strategies before translating into tangible actions.
This framework for strategy development whilst simple, is a powerful way to ensure your strategy leads to action and the actions taken are aligned; it’s key to “Making Strategy Happen”.
Our style is to challenge when required, encourage discussion, and help reach consensus in what is often a critical and problematic process for many organisations and teams. Facilitating this process for you, whilst challenging, is also about bringing a different, external perspective.
For example, one useful perspective is to think about the value adding processes of your organisation and explore how they might need to change to deliver the aims and objectives of the overall strategy.
An organisation’s core Operations (e.g. manufacturing, after sales service, service delivery), its Supply Chain, and Marketing comprise the main value adding capabilities in most organisations. These capabilities are the drivers of growth, the source of competitive advantage, or are key to sustainably meeting stakeholder expectations (for example in the Public or Not-for-Profit sectors). We encourage you to take a broad view of these disciplines; they are not just departments, but capabilities that an organisation cultivates or acquires. Examples of the kinds of strategic challenges faced in different sectors include:
- Marketing and Operations Integration
The integration of Sales/Marketing and operations/supply chain has become more important with the need for collaborative planning, closer co-ordination, joint strategy development and the development new capabilities. Please click here to read our Volac Case Study.
- Developing Services to Differentiate
The process of adding services to product to deliver an integrated service offering has become a strategic imperative for many manufacturers faced with increasing global competition. However, the impacts on an organisation can be far reaching and usually involve change to most areas of a company whether that be sales, marketing, operations, design, finance, etc. Please click here to read our Servitisation Blog.
- Supply Chain Strategy
The traditional view of a supply chain focused on cost reduction and delivery performance is no longer good enough. Successful companies use their supply chains to innovate and grow as much as to deliver cost savings. This can create stresses between the drive to maximise the competitive advantage created by the supply chain and reducing costs. Managing these, often conflicting, goals needs a clear strategic structure.
- Public Sector Transformation
In the Public and Not-for-profit sectors, meeting customer requirements, compliance and efficiency (i.e. demonstrating value for money), are critical success factors coupled with conforming to statutory requirements, and consultation with stakeholders Please click here to read our strategy review for the Lindsay Leg Foundation.
Our team all have extensive experience of creating, developing and implementing strategy in a wide variety of industries and markets. Their experience at senior levels in Marketing, The Customer Journey, Operations, Supply Chain, ICT, Procurement, Service/aftercare, Manufacturing and in a variety of Public Sector roles helps us to provide practical support in making your strategy happen.