Working with you to redefine and clarify your strategic position – where do you want to get to and how will you get there – in an environment of great uncertainty and rapid change

I co-design and facilitate innovative strategic reflection processes that are uniquely created to produce practical results in environments of uncertainty and rapid change

Like most CEOs, C-Level executives or business owners, you bring the senior members of your team together periodically to engage in strategic reflections, brainstorm solutions to core issues, agree a roadmap, discuss a strategic project, anticipate a market opportunity, or any one number of other strategic challenges or opportunities.

In every situation, you expect that the process has been well prepared, that the right people come together with the right level of engagement and passion, that the environment is perfect to generate the results you expect, that the takeaways will be clear and well captured into a Roadmap and a Minemap owned by all present and implemented following the strategic reflection.

Most of the time, this doesn’t happen!!

You usually walk away from these sessions with a set of good intentions and a significant level of frustration because you know that the Roadmap is not clear and people don’t own it.

A corporate or team strategic reflection is a unique opportunity to bring together senior leadership and top talent to work through a key and strategic agenda, whilst building the cements to becoming a stronger and more seamless team

This comprehensive and simple type of reflection process requires a broad and deep understanding of the environment we’re operating in. Given our recent past, this environment is changing fast and adjusting on a regular basis. Strategic stability is gone. It is no longer a variable we can count on. Our operating environment is now fluid and forever evolving. Uncertainty and rapid change have become elements we must introduce into our strategic reflection.

Understanding how it has been fundamentally transformed will help us to look forward to a strategic reflection process with a renewed focus.

This is where I come in!

Learning from the past and agreeing on current reality

We look back and we learn from history. We question the experience of clients, talent, shareholders, partners, and other stakeholders throughout society. We reflect on what we learned from those experiences and how we have applied those lessons.

We look at our current reality. What is happening in our context and what is characterising  uncertainty and rapid change. We take a close look at our industry and a those around us. We do a deep dive and explore how all the players are behaving, but most importantly we look at what variables determine their behaviour. We take a look at our strengths and problems and we do a deep dive on our opportunities and threats.

Creating a vision and designing strategic objectives

Where do we want to get to and how will we get there.

These are the two key questions we ask ourselves at this moment in the strategic reflection process.

First we want to create a vision. We want to see the point of arrival. The endgame. What success looks like.

We want to convert it into a story that captures hearts and minds. We want our clients, our people, our shareholders, our partners and society to connect intellectually and emotionally with our vision.

Then we do a deep dive to design the strategic objectives that will enable us to arrive at that vision. We go wide and we go deep. Then we focus and we select. Ultimately, these strategic objectives will set the clear direction for our Roadmap and Minemap.

Building a roadmap, a minemap and metrics

We want to build a roadmap that is owned by everyone. People’s commitment and passion to its implementation will determine, to a large degree, its level of success. A roadmap is different to an action plan insofar as its flexibility and adaptability. This makes it a perfect tool for an environment of uncertainty and rapid change.

However, in order to ensure the success of the strategic implementation, we build an additional and complementary tool – a minemap. A minemap  allows to visualise the mines and obstacles that we will likely encounter throughout the journey. If we are able to predict and anticipate mines and obstacles, we are also able to avoid a significant number of them. This will minimise their impact on our business strategy implementation.

And our third piece is a robust set of metrics. We need to measure but most importantly, we need an early warning system. Our metrics set is built to provide and early warning system for strategic implementation in an environment of uncertainty and rapid change.