Our Approach

Our conviction is that strategy must be rooted in deep understanding of the current situation and inspired by a compelling vision of the future.

The gap between today’s reality and tomorrow’s success is closed by definition of the few essential projects to get there: the building blocks, which inform your strategic choices.

We turn your Vision into Action. Fast.

Those choices then need to be enabled across the organisation. This means: understood by each employee and reflected in their individual work plans; supported by cultural and systemic change; and embedded by capability development. With these three elements in place, we turn your Vision into Action. Fast.

You will see this action-orientation reflected in all we do, whether working from strategy to execution or intervening at a discreet point in the process.

Situational Assessment

How are you set-up to deliver current results? Why should that set-up deliver vs. future needs?

Whether you are starting in a new leadership position or refreshing your current strategy, this is the critical question. Answering it thoroughly takes incisiveness, courage and uncompromising rigour.

You know your business better than anyone, so our role is to turn that knowledge into insight by listening, challenging and analysing.

Working with you, we articulate the following:

  1. Business Situation: Who are your key stakeholders and what do they need from you?
  2. Current Results: How are you doing vs. each of those needs?
  3. Culture: How do you operate to deliver those results?
  4. Global Design Elements: What, in your set up, drives those results?
  5. Actual Strategy: What, based on the above, are your real (vs. intended) strategic choices?
  6. The Gap: What are the inconsistencies between that strategy and the business situation?

Strategy Development

What does success look like? What are the few projects to help you get there? Which choices will enable you to be best in market (delivering competitive advantage)?

Having analysed the current situation, the next step is to define those few, tough choices that will deliver winning results for the next 3-5 years and beyond.

Starting with a challenging yet credible vision, we help you to identify the 3-5 key building blocks required to achieve it. These priorities form the basis for a simple and executable strategy, comprising of:

  1. Objective – What do we need to achieve in the next 3-5 years?
  2. Goals – What are the key metrics / targets towards the Objective?
  3. Strategic Choices – How will you deliver the Objective and Goals? Specifically:
    • Where do you choose to compete?
    • How will you be better than competition?
  4. Measures – What do you measure to track progress vs. your strategic choices?

Strategy Deployment

How do we engage employees and ensure that 100% of them have executable work-plans directly linked to the strategy?

The key link from strategic vision to market-place action is the deployment of your choices. This is the opportunity to create inspiration and focus in the organisation, enabling each employee to say with confidence, “I know what is expected of me”.

Using innovative and proven techniques, such as storytelling, we ensure that every single person knows:

  1. The Case for Change: Why are we doing this?
  2. The Vision and Strategy: Where are we going and what are the steps to get there?
  3. Their Work Plan: What is my personal contribution to delivering the Strategy and how will I be supported?

Strategy Enabling

Which structural, business process and cultural changes are required to ensure full and immediate execution of the strategy?

On top of providing strategic direction to the organisation, the immediate challenge is how to action those choices.

This “Enabling” involves an integrated mix of structural, process and cultural solutions. Working with you and your leadership team, we help you to define:

  1. The optimum organisational structure (Geography / Category matrix) to deliver your strategy
  2. Clear roles and responsibilities across the organisation
  3. The right people with the right skills for the right roles
  4. A reward and recognition approach that supports your strategy
  5. A decision-making process that ensures fast implementation of your strategic choices
  6. The priority tasks and interventions to deliver your strategy
  7. The desired culture: How the elements above work together to create a modus operandi that your people love

Capability Building

Which key skills and competencies do we need to develop in the organisation to ensure excellent execution of the strategy?

Capability Building, together with Strategy Deployment and Enabling, is the essential pre-requisite to taking your organisation’s Vision into Action.

This critical element of building a high performance organisation has many variants: Core Competency Development or Functional Mastery; Individual or Team learning; Formal or ‘On the job’ activity.

Kinetic Training and Development delivers on all of these areas and, as a key differentiator, tailors all offerings to your strategy. This drives sustainable change by transforming the behaviour of people and teams in line with your choices.

Working with you, and before any content is designed, we answer 3 questions:

  1. Which capabilities do we need to develop to support delivery of the choices in your strategy?
  2. How do we deliver learning in a way that allows all team members to experience the skill / mindset / behavioural changes needed in future?

Which key actions should each individual take, as a result of the intervention, to drive excellent execution of the strategy?

Tracking, Learning and Improving

What success models do we build for future reapplication?
How can we amplify our success further? Which mistakes have we learnt from?

Strategy is a dynamic and relentless 2-way process. Continual, bottom-up validation is essential and happens at three distinct points:

  1. As soon as the strategy is complete: to ensure the right balance between short term health and longer term sustainability. This is critical for stakeholders as vision (by definition) requires at least 3-5 years to realise
  2. Regularly, as your business model dictates (Daily, Monthly, Quarterly): to track progress vs. your strategy, to highlight replicable success stories and to close any gaps in delivery
  3. Annually: to assess progress and to identify any adjustments required to keep the organisation on track in delivery of your vision

In all of this, based on our experience of executing strategy successfully and with discipline, we will work with you to keep the organisation focused on your choices. Critically, this also includes effective communication of any required changes, whilst preserving momentum and morale.

Strategy Development

Strategy Development