|
Everything we do is fundamentally about two related topics:
●
|
improving performance, whether at the level of the individual, team, project/programme, service, or organisation; and
|
●
|
change leadership: improving performance means something has to change and, beyond the level of the individual, enduring and substantial change needs effective change leadership.
|
If we look back over the last few years, four themes dominate the work we have done. This is partly because of where the market is, of course,but we’d also like to think it’s because these are areas which allow us to bring our special combination of capabilities to bear on an issue/challenge/problem:
●
|
Programme management – from 12m+ assignments as ICT Director responsible for a portfolio of change programmes to assurance activities on individual programmes
(including programme healthchecks, lessons learned reviews, and independent non-executive membership of programme boards)
|
●
|
Coaching and mentoring – helping individuals to improve the clarity of their goals, inside and outside their current role, and thereby their current and future performance.
We do this at senior levels only, from Senior Responsible Owners of major change programmes to directors of a wide range of organisations.
|
●
|
Performance reviews – we lead short, snappy and impactful “Gateway Reviews” at key milestones of mission-critical and high risk government programmes on behalf of the Office of Government Commerce (OGC).
|
●
|
Strategy formulation – covering everything from business strategy to information and IT strategies and taking in commercial/supplier management strategy, marketing strategy and organisation design.
We either lead the work or, more often than not, act as a sounding board to shape, challenge and evaluate a range of potential strategy options and ensure that the most appropriate option is taken forward.
This requires a special mix of divergent (creative) and convergent (evaluative) thinking which our clients find extremely useful.
|
We work at senior
levels in a wide range of sectors including both public
services and private enterprises (see Pedigree).
Where necessary, we draw in specialist expertise from an
enviable network of independent consultants and larger
organisations, all of whom are attuned to how and why we
work as we do. Being a specialist in something is however
not enough – we seek out people who also have a breadth of
experience which enables them to see things from different
perspectives and to help clients to move through sticking
points.
|
