The CEO understood that a strategic pivot was needed but was struggling to decide on the new strategy. The charity group consisted of one profit-making company, one loss-making company and charitable spend being managed tactically rather than strategically. The CEO recognised that the environment was that of a burning platform with exisiting revenue streams under threat. The CEO had kicked-off various projects to get stakeholder input, explore strategic options, and product design and implementation projects over a period of 15 months without delivery or consennsus on the strategic direction.

The brief was to create a concise strategy summary and programme plan for transformation needed to deliver the strategy with buy-in from key stakeholders (board, c-suite and key senior staff).

The unofficial brief from the board was to review and facilitate strategic thinking and mentor the CEO to achieve strategic clarity – bringing in analytical and project delivery rigor to create an optimal strategy and transformation plan with momentum generated to deliver it.

A great deal of thinking on options, environment and competitors had been performed over the 15 months. To re-work assessment would not add value. I reviewed and distilled the work to date to articulate the AS-IS operating canvas and competitive environment, rationale for change and outline of strategy based on thinking to date. I used a robust strategy template to highlight gaps in evaluation and areas where deeper thinking and prioritisation was needed.

I then conducted a series of workshops to conduct the brainstorming, assessment and prioritisation that was needed to complete the strategy articulation and provide the input needed to evaluate the scope of future operating canvases and size the transformation required.

I developed a programme plan with resource needs and costs (bottom up based on indicative approach and costings)

My approach was a consultative approach with key staff and c-suite involved through input and prioritisation exercises, and close board communication with updates being provided on strategy through decisioning and change rationale through to transformation investment case.

The CEO completed the financial year with board-approved:

• concise strategy presentation that could be shared with staff,
• 3-year business plan with operational KPIs linked to strategic goals
• £M investment signed-off for the next financial year supported by a programme plan to deliver the required transformation.

• Brand Strategy
• business architecture
• Business Strategy
• Product Vision/Strategy
• change strategy
• strategy document
• Business transformation
• Programme Planning

• Purpose to Portfolio
• Organisational Agility & Effectiveness