sustainable value

Informed by facts and analysis from the diagnostic of the business, we ensure alignment and shared ownership of an ambitious but achievable vision, we confirm need for change, agree objectives, scope, approach and key issues to be addressed

The senior leadership set the agenda, pace and vision and must lead from the front. Visible leadership presence will generate and sustain the ownership of key route map components by senior stakeholders and demonstrate commitment to the delivery of benefits.

Getting your whole team on board with the change will require systematic engagement plans and feedback mechanisms. Key stakeholder groups need to be identified and the engagement mechanisms defined to develop and maintain buy-in and enthusiasm for the change. 

The impact of the change  needs to be understood and  the new capabilities need to be defined, trained and validated against the performance levels expected to deliver benefits. New processes and tools will require different or new skills.

Step change and continuous improvement in process performance will be delivered through a fundamental review to deliver the planned benefits. Key processes will need to be designed, developed and tested through piloting with the right tools and training of employees.

In the future state, roles and skill sets will evolve as expectations, measures of performance and reporting requirements become realigned to the delivery of benefits. We help design an organisation that is aligned with the vision, including how will people’s roles and responsibilities change in the future state.

The vision of the future operating model, we call “The Greenfield”, including the definition of benefits targets is tempered with the real world. A clear plan of the required steps that will bridge the gap between the current state and the realistic “Brownfield” vision is agreed with clear timescales and route map.