Challenges our clients face

  • We have too many priorities.  There is confusion about what we need to focus on; our leaders have conflicting views and different interpretations of the organisation’s strategy. How can we build leadership consensus on what the key priorities are and map a clear road map?
  • The planning process did not take into consideration our organisation’s current capacity and capability. How should our organisation change (structure, process, human capital) to enable us to have the readiness to implement?
  • Our performance gap is not clear, and the actions required are not well understood.  How do we identify the key actions at an operational level and the initiatives that would move the dial?
  • Our budgeting process is distinct from strategy planning, and the budget is fixed for the period. What is the most appropriate solution for aligning the budget to strategy given our organisational context? How can we better align and link our operational activities to the strategy?
  • We plan well, but often fail to achieve the result anticipated and articulated in our plan. How can we better manage and implement initiatives to create a step change and achieve the transformation we seek?
  • How can we align across multiple organisations and stakeholders to deliver on the agreed change agenda? How can we build a culture of accountability and embed effective monitoring & evaluation as a normal way of working?
  • We have measures and KPIs but they do not adequately inform our strategic performance or provide insights for strategic decisions; we are tracking too many measures. What measures matter for understanding our strategic performance, and for providing insights to enable us to adjust our game plan efficiently?
  • How can we effectively design and use the Balanced Scorecard to motivate for the right behaviours and performance?
  • Our leaders tend to have too many burning issues to address in operations. How do we drive accountability for Strategy Execution? How can we get leaders to be active sponsors of the implementation journey?
  • How can we ensure all staff across all levels, our partners, and external stakeholders understand our strategy, their roles and how they can contribute? How do we build a learning organisation to innovate and adapt as necessary to achieve the designed end-state?
  • How can we effectively mobilise, engage and promote the level of performance required at different levels of the organisation?