Business Performance

From strategy to execution

A good strategy is only half the work. The other half is an organisation that can actually carry it out, with clear direction, well-defined roles, fast decisions and a rhythm that works.

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7.9

Ambition

6.8

Culture

7.5

Structure

Team working together on strategy and execution

Sound familiar?

Strategy on paper

The strategy is on paper, but nobody knows what it means for their own work.

Strategy on paper

The strategy is on paper, but nobody knows what it means for their own work.

Slow decisions

Decisions take a long time because it is unclear who is allowed to make them.

Slow decisions

Decisions take a long time because it is unclear who is allowed to make them.

MT stuck in operations

The management team is buried in day-to-day operations and never gets round to steering.

MT stuck in operations

The management team is buried in day-to-day operations and never gets round to steering.

Key positions

Key positions stay vacant or are filled with the wrong people.

Key positions

Key positions stay vacant or are filled with the wrong people.

How we help

Translating strategy

We translate the ambition into concrete goals per team, and those goals into what people do every day.

Translating strategy

We translate the ambition into concrete goals per team, and those goals into what people do every day.

Organisation design

Roles, responsibilities and decision-making that fit your stage of growth.

Organisation design

We set up roles, responsibilities and decision-making so they fit the stage you are in.

Organisation design

We set up roles, responsibilities and decision-making so they fit the stage you are in.

Building a rhythm

A meeting structure, check-ins and a management cycle that take pressure off the MT instead of adding to it.

Building a rhythm

We put in place a meeting structure and management cycle that take work off the management team instead of adding to it.

Building a rhythm

We put in place a meeting structure and management cycle that take work off the management team instead of adding to it.

Filling key positions

If the scan shows that a key position needs someone new, we help you find that person.

Filling key positions

If the scan shows that a key position needs someone new, we help you find that person.

Where this starts

Business Performance mainly touches the Ambition and Structure perspectives in the Performance Scan. Where those two don’t reinforce each other, there is often a starting point for a programme. Whether that is the case shows in the conversation about the outcomes, not in a single number. Every quarter we see how things are moving.

Discover the Performance Scan

Want to know what it takes to make your strategy work?

In an introductory call we explore where your organisation stands today and what it needs to move forward.