Optimisation is more than a buzzword

Optimisation is used a lot in marketing. It can be a meaningless buzzword but it does have a real meaning that matters. Optimisation makes the best use of a situation or makes a thing as good or effective as it can be. If we all did that, we could produce more with less. That would…

Read More

Creating value is what really matters

The purpose of organisations is to create value.  That seems obvious but if you take a close look at most workplaces you will see lots of time and money spent on things that don’t add value.  Remote decision-making holds up work. Inventory ties up cash. Property is underutilised.  Smart people can’t contribute fully.  Processes aren’t…

Read More

Organisational Improvement – 4 operating modes

Improving organisational capability is critical to raise productivity. Organisational improvement occurs in different ways. The language of disruption is common but true disruption creates new markets and industries.  Most firms don’t do that.  They adapt and change but they do so on a smaller scale.  Four Operating Modes for Organisational Improvement I find that organisations…

Read More

Strategy: A Simple View

Strategy is the choices you make to differentiate the value you create. It is the choices you make to deliver that value to customers. It is the choices you make to embed that capability into your organisation. Businesses need to differentiate to compete. Why would anyone buy from you rather than someone else if your…

Read More

Cutting Costs while Adding Value: Is it possible?

Can we reduce costs and add value at the same time? Yes. You can. But it takes some objectivity, some research and reflection and a willingness to change. Cutting costs while providing more value sounds counter-intuitive but it need not be.  My experience in consulting, and in management prior to that, is that necessity is…

Read More

Delivering Results: Consultants need to add value

Management consultants can be great value for money, but they do need to deliver results.  A consultant is usually engaged for a specific time to deliver something of a certain quality – often for a fixed fee.  The consultant makes a promise to deliver value and they need to keep that promise. Our management consulting…

Read More

If we learn lessons, mistakes can help us

Learning from mistakes is good.  Learning from someone else’s mistakes is better.  Learning from what went right is better still. We have all done things that didn’t go so well – sometimes we fail spectacularly. We tend to remember those moments. The embarrassment and sense of failure fades with time but we retain a lesson…

Read More

Thinking before implementing strategy

I work with a team which helps implement strategy – turning strategic objectives into results.  Funnily enough, when we meet a new client the strategic drivers and objectives are often far from clear.  Executives come to us because they want to do something and they want to make it happen quickly. That’s fine. We can…

Read More

Strategic Doing: Faster Strategy, More Doing

Strategic Doing is a powerful way to achieve meaningful change and address complex problems.  Complex, or sticky problems have no clear solution. They can absorb a huge quantity of resources – and often little obvious progress is made unravelling the issues or developing a viable way forward. They need a fresh approach to address these…

Read More

Strategic Roadmaps: Unravelling the mystery

In many organisations, there’s an aura of mystique surrounding strategy.  It can seem disconnected from the everyday, from business as usual, from what people do.  I’ve found this especially true of the “strategic roadmap”, a mysterious document concocted by gregarious people after a session in front of a whiteboard at an off-site somewhere.   Strategic…

Read More