Strategic Planning Facilitation
Transformational Change Management
Workflow & Business Process Design
Role Clarity & Core Capabilities
Is your organization clear on the strategic choices that are the basis of your strategy?
Do you have a clear picture that outlines how value is created for customers and stakeholders?
Does your operating model reflect your strategy?
Are work activities and workflow aligned from top to bottom?
Does the entire organization understand how to execute?
Do you have a plan to move from your current operating model to your future-state model?
Are you developing the capabilities necessary to get the work done and drive performance?
Do you have enough leadership capability?
Is your leadership team working cohesively and performing at a high level?
Problem Statements We Have Helped Clients Frame & Address
Changing Your Strategy
We are growing and need to shift our GTM plan to focus less on products and more on value and solutions. What’s the best model and how do we get full alignment?
New Operating Model
We are moving to an FSP model; our workflow and key roles will change. We need to clarify the new model so we can transform.
New Sales Model
We have seen our sales slow down for two reasons; we need to adjust our sales motion and restructure the three key roles that make it work to get back on track.
We are leaving value on the table by not working across functions; it has made sense to focus on our silos, but now we need to think and act across, not down.
Now that we’ve outlined the critical roles in our value chain, we need to be absolutely clear on the capabilities that drive excellence in those roles.
We are implementing an end-to-end platform to help us manage our business. It’s a major investment and critical to our ability to service customers and maintain profitability.
We need a development program that builds the leadership capabilities we need now, but also scales for the challenges around the next corner.
Working as a Team
We have several new members on the executive team; we need to align on our culture and work together better as a team; it’s really starting to matter now.
We are now big enough where we need a robust and comprehensive strategy to manage talent. We need to take this more seriously to more systematically develop the capabilities we need to win.