External Strategy/Board

These projects position your organisation in the world

They strengthen your power 

And they express your aspirations and love 

Business Model

Your business model describes:

What you do

How you do it

And who you do it for

These projects like the strategy with the structure

Internal Structure

Structure follows strategy, as they say

These projects are about strengthening the way you do the things you do.

All the pieces align.

External/Strategy/Board

Strategic Planning

In 2 - 5 days I provide these services:

Stakeholder feedback workshops,

Business model sessions,

Co-development of Strategic Issues Paper,

Board's strategic dashboard,

Review of your final plan.

Market analysis

In 2 - 6 days I provide these services:

Five forces analysis (Porter),

Competitors and Strategic Complementors,

Potential market movements,

Build, Borrow, Buy analysis.


Leadership Coaching

Sessions from 1 - 2 hours

Senior teams: Team and Individual reflective practice (less management and more leadership)

Individuals: Reflective practice, finding your authenticity, Theory U*

Governance and Board Development

I understand governance from a legal and risk management perspective, as well as from a flexible and pragmatic point of view.

Board  meeting coaching: at each meeting, assists the board to reflect. 

Theory U

Theory U is a theory of change & innovation. Unlike reflective practice based on the past, it is a set of tools and practices that brings a leader to a place from which to co-create the future.

Business Model

Business Model Analysis

In a one day workshop you can analyse:

What do you do, how do you do it, and who do you do it for;

And whether all of the parts of your business align in a way that creates synergies and advantage, or could use some realignment?

See also business model change...

Strategic Alliances

For as long as it's useful:

I've written the book! Well the chapter on strategic alliances in the "It's your business" guide to governance.

I can work on many levels here, but most often it's to lead CEOs and their boards through the process of two organisations coming together to form an alliance.


Design Thinking

For as long as it adds value:

Design thinking is the real marketing.

Useful for all, but really taken up by disability organisations due to the NDIS.

It's the process of designing services from your clients point of view, and trying different innovations and testing them.

I've set up this process for disability organisations.

System Change

For as long as it takes:

I use a number of different change models and adapt them as needed.For system change I like the principles of Theory U, bringing all of the parts together and co-creating the change.

it's a very awesome process!

Business Model Change

A few days, or thereabouts

Starting with a business model analysis, we can move your business to a new business model.

A plan takes a few days to devise generally... obviously implementation can take much longer!

Internal Structure

Culture

1 - 2 hour sessions

Culture absolutely must start at the top.

There a number of ways to take the cultural temperature.

I find the most effective way of changing culture is to lead the senior team to be the change they want to see through a series of team coaching sessions.

Leadership

1 - 2 hour sessions

Leadership like culture can exist at all levels of an organisaton, but the quality of leadership is set at the top.

There are a hundred leadership models, and I've used most of them.

Together we can co-create an adaptive leadership model that's right for your organisation.


(and followership)

1 - 2 hour sessions

The way too overlooked art of followership...

It's about when to get out of the way and trust another to lead.

It means parking your ego, which you'll only be able to do if there's trust in a team.

After all the leader is only as good as the quality of the followers.


Org Structure

As long as you need it!

Structure follows strategy.

Have you thought about how the architecture of your organisation adds to client value?

What about policies and procedures?

If you haven't thought through how the structure of the business adds to value, chances are you could increase value.

Let's bring our attention to deliberately using structure to create competative advantage.

Systems & processes

As needed:

Part of structure:

Those that have worked through changes because of the NDIS know how important it is that IT systems, Policies and Procedures, and accounting systems support your strategy.

I can help analyse and implement systems and processes that not only comply with regulations but create competitive advantage.