Evaluation & Organizational Development
Strategic Planning & Design
Strategy is a set of choices, and most strategy documents avoid making any. Ours end differently: a short list of things the organisation will do, a shorter list of things it will stop doing, and a structure and roadmap that make both real.
Scope of work
From vision workshop to Monday-morning roadmap.
We facilitate rather than dictate: the strategy has to be owned by the people who will execute it, or it is decoration. Our role is to force clarity — evidence on the table, trade-offs made explicit, and every goal leaving the room with an owner, a measure and a date.
- Vision and goal-setting workshops facilitated to decisions, not to flipchart photographs
- SWOT and gap analyses grounded in evidence — market data, programme performance, capability reviews
- Strategic choices made explicit: where to grow, where to hold, what to exit
- Organisational structure aligned with the strategy — roles, spans and reporting lines redesigned to serve the plan
- Operational roadmaps: sequenced initiatives with owners, budgets, milestones and review gates
- A quarterly review rhythm so the strategy is steered, not framed
ChooseA strategy that excludes nothing decides nothing
AlignStructure follows strategy, not history
SteerQuarterly gates keep the plan alive
Does your current plan say what you will stop doing?
If not, it is a wish list. A two-day working session is usually where the real strategy starts.
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