Strategy and organisational development

An organisation’s strategy isn’t just a document - it’s the choices that leaders and employees make every single day. For us, strategy and organisational development are inseparable, because the work is about creating direction with meaning. We help you build what’s missing to connect ambition with everyday practice, so the strategy can be thought, felt and lived. With attention to structure, systems and culture - and an understanding of the dynamics that play out in your specific organisation.

What our strategy processes make possible

• Strategies that are rooted in reality and carry direction and meaning
• The right balance between setting direction and involving people
• Visibility into both formal structures and informal dynamics
• Leading change with both clarity and psychological insight
• Building real follow-through through communication, relationships and reflection

At its core, strategy is about choices - and the things you choose not to do. A strategy sets direction through goals for the organisation’s future, and makes an integrated set of choices by weighing which efforts to prioritise in both time and resources to deliver the strategic objectives.

A strategy is only worth anything when it creates movement in everyday life. In other words, strategy isn’t just a document - it’s a shared understanding of where you’re going and how you’ll get there. It’s both analysis and conversation. We pair the strategic lens with an organisational-psychology perspective, because we know that viable strategies take more than good analyses and clear targets. They also take insight into people, culture and dynamics - what happens below the surface.

Five building blocks in any strategy

1. What do we want to achieve? Stated in a few, simple objectives.
2. How will we do it, so that the capabilities and resources available are matched to what the organisation and its users actually need?
3. What distinct value is created by this particular strategy?
4. What’s the plan from here? Stated in a few, simple focus areas based on the objectives.
5. What are the three most important reasons the strategy makes sense and creates value for the organisation and the individual employee?

How we work with you

The point of a strategy is to make sure you’re making an integrated set of choices - and non-choices - that hang together. The choices explain why something should be done rather than something else, and how it should be done. A key piece is examining the assumptions underneath the strategy through the question: What has to be in place for this to be possible?

There are many different strategy models. We don’t have a favourite. What matters to us is that it has to be simple - and it has to work in everyday practice. So we always start by mapping the need and understanding your organisation and its culture. From there we put together a concrete process proposal with you.

If you have questions or aren’t sure how to get started, get in touch.