An early part of strategy work often involves investigation and analysis of the opportunities, issues and threats that give rise to the need for strategy formulation. I run primary (people) and secondary (data) research programmes that test and evolve good hypotheses into concrete recommendations.
I support the decisions that make a difference by ensuring the strategy process is rigorous and well informed, so that the strategy makes economic sense, has management buy-in and is feasible. I then prepare the presentations and documents that convert strategy recommendations into effective implementation and change programmes.
Post-merger integration requires a unique interaction between strategy and project management. Through governance design and iterative planning, I ensure the integration process not only enables two previously separate entities to operate together effectively as one but also achieves the synergies identified in merger business case.
Good strategy, planning and implementation need communications. Whether dealing with a small group of senior managers developing the strategy or broadcasting new information to large corporate populations across multiple geographies, I help clients ensure that audience, message, channel and feedback are aligned and work well.
I can manage small strategy assignment teams or run enterprise wide, multi-time-zone delivery programmes. I can provide my own approaches or work with the client project management processes and tools, and have experience of PRINCE and PMI tools. I also provide interim line management support to staff and managers dealing with new challenges.
I facilitate teams and groups that need to quickly, cooperatively generate new ideas and information, and/or reach collective decisions. I prepare the timing, involvement and content, help or lead the moderation and ensure suitable follow-on. I also create training programmes for business managers and MBA students keen to understand more about the consultative process.