SOME OF OUR WORK
VISIT VICTORIA
The brief: A merger of three organizations into one ‘super-organization’. Their remit; secure $36.5B and 320,700 jobs for the Victorian economy, augment their reputation as global best-practice in the events and visitor industry and integrate the three successful organizations into one economic powerhouse.
Priorities.
- Consolidate strategic insights and multiple documents, strategic plans, reports, and plans into a single-source strategic document, VV22 to expedite integration of the three entities.
- Utilize the strategy to create greater shareholder and stakeholder (partner, client and customer) advocacy.
- Expedite progress towards aspirational and unprecedented and transformative organizational and industry objectives.
Deliverables.
- A comprehensive and compelling strategic narrative, concept model, journey, framework and strategic priorities. VV22
- Shareholder, stakeholder and executive consultation and engagement forums to design and implement VV22.
CITY OF HUNTINGTON, WEST VIRGINIA, USA.
The brief: To come alongside leaders to transform the social and economic potential of Huntington, West Virginia, to pursue a bold new strategic narrative, to arrest a regional opioid crisis and achieve recognition as global leaders in city and region revitalization.
Priorities.
- Convene Civic, Corporate and Community leaders, including State Senators, to understand and endorse the approach to strategy
- Integrate macroeconomic infrastructure investments, institutional assets and high value, high-potential commercial and community programs, into a coherent new single-source strategic framework.
- Position all 35 City and State leaders to co-operate in an unprecedented, collaborative new partnership approach to strategy activation, increasing momentum and compressing timeframes to expedite city and regional transformation.
Deliverables.
- Strategic narrative, Dynamic Concept Model and Journey framework to utilize in presentations and national Key Note engagements.
- Strategic priorities and Stakeholder Engagement Strategy to direct and drive new investment in the realization of the strategic Narrative.
AUSTRALIAN SECURITIES AND INVESTMENT COMMISSION
The brief.
Find innovative new ways to deal with the productivity challenges across the Enforcement Directorate, impeding the organizations’ ability to successfully prosecute case loads and fulfil the expected Regulatory remit.
Priorities.
- Convene the Executive team, legal teams, Special Counsels, Investigators and team leaders to deploy our specific leadership methodology to achieve a productivity turn-around.
- Development of a Strategic Narrative to augment the real intent of the Enforcement Directorate vision, mission and policy mandate.
- Dynamic Concept Model to engage all other Directorates in strategic dialogue and create collaborative opportunities to leverage resources to augment ASIC wide reputational and productivity benefits.
- Create a benchmark leadership ethos and leadership practice acknowledged by other Directorates and other Regulatory bodies as sector best-practice.
- Design and implement an ASIC-specific leadership framework and tools to ensure integration with project methodologies.
Deliverables.
- ASIC Strategic Framework; Narrative, Dynamic Concept Model, Priority PRISM’s* and Operating Model.
- Contribution Management System. The creation of Contribution Standards Documents and Matrix to mitigate a Federally legislated but inadequate Performance Management process.
- Inter-ASIC and external Stakeholder Engagement Strategy.
RECKITT BENCKISER
The brief: Engage with the Regional Vice-President and the executive of Reckitt Benckiser to facilitate the regional integration of Boots Healthcare into Reckitt Benckiser Asia-Pac. The global hostile-takeover of Boots Healthcare into the Reckitt Benckiser family saw changes in the operating and business models, value proposition, culture and structure, exacerbated by both organizations operating in different sectors and channels.
Priorities.
- Establish the new direction, including Vision, Strategic Narrative and PRISM Priorities* for the merged entity, to a five year strategic window.
- Organizational redesign to implement the new entity, accommodating the substantial shifts in business and operating models and significant change in go-to-market approach.
- Establishment of a new leadership ethos to achieve two purposes; position (establish the authority and strategic bona fides) of the new Regional Vice- President and; address the key cultural challenges emerging from an strongly resisted hostile takeover.
Deliverables.
- The strategic Narrative, titled as ‘The Business I See’, construction of a clear set of Strategic Priorities to expedite the integration process.
- Leadership development workshops and forums to establish a new ‘leadership language’ with seven primary tools to create a highly collaborative culture and advocacy for the new organizational narrative.
- Design of a new organizational structure, with redefined roles and responsibilities in the form of Contribution Standards Documents and Contribution Management Matrix, to support business success, maintain client and consumer advocacy and upgrade cultural effectiveness (productivity) in pursuit of strategic revenue targets.
WARNER ROADSHOW ENTERTAINMENT.
The brief.
Work with executive and management teams from both Warner Home Video and Village Roadshow Entertainment on leadership and productivity upgrades across both organizations; facilitate the creation and implementation of a Joint Venture organization, Warner Roadshow Entertainment, reconciling prohibitive regulatory and trade-practices impositions.
Priorities.
- Utilize a specific leadership framework and methodology to align the leadership teams from both organizations with a common leadership language and framework.
- Create a Strategic Narrative to define the strategic intent for a global audience and establish the JV organization in the marketplace.
- Organizational structure redesign, to support the narrative and strategic intent, including a complete Contribution Management System implementation.
- Utilize leadership as the key productivity and business & culture transformation mechanism.
- Implementation of the leadership framework and requisite leadership tools to drive the strategic transformation.
- Design and implementation of a B2B and Strategic Sales methodology to change the go-to-market approach and maintain continuity of the revenue effort across a new JV.
HITACHI DATA SYSTEMS
The brief: Engage the APAC Managing Director, executive and management teams in the transformation of Hitachi Data Systems from a market leading IT security and storage specialist into an augmented and broader-based strategic ICT entity with inevitable business and operating model transformation.
Priorities.
- Design a Strategic Narrative and define the requisite Priorities to take Hitachi Data Systems into the next iteration of a business solutions, strategic security, storage and service solutions entity, whilst protecting the integrity of a transitioning complex partnership network.
- Reconstruct the Value Proposition in order to secure the advocacy of the partner network, with a view to strengthening the Value Proposition of their core offerings and implement an integrated. lower touch, self-sufficient channel model. This includes the development of a B2B approach to take the ‘new organization’ to market and achieve revenue expectations.
- Transform the culture to make the structural changes necessary to integrate new strategic capabilities, maintain productivity and achieve market-share and revenue expectations.
Deliverables.
- Development of a Strategic (end-game) Narrative, Strategic Priorities and Dynamic Concept Model to clearly define the why, what and how of a comprehensive organizational and business model transformation.
- Leadership development: residential forums, creating a new ‘language’ of leadership and drive the culture transformation.
- Client research, insights and stakeholder analysis and report; re-designed Value Proposition along with a Strategic Account Development methodology to redefine the buying experience of clients and secure new ($29m) revenue outcomes.
DALLAS AREA RAPID TRANSIT
The brief: The largest light rail network in the US secured a new President & CEO to transform from an organization focused on building infrastructure into a mature transit ecosystem, taking DART from ‘building out to growing up’. Strategy to reconcile unprecedented population influx, demographic changes, and workforce restoration and asset modernization demands. Unprecedented corporate inflow into Texas changed cities from regional collaborators to a competitors, triggering governance and funding disruption and Board member prioritization of their city’s interests, often conflicting with DART strategic intent.
Priorities.
- Shift perception of Board, Mayors, City Managers and Corporates to restore DART’s status as an economic asset, not cost imposition.
- Design and communicate a bold new strategy to prepare North Texas transit cities for emerging challenges related to population, commercial and demographic change.
- Build workforce capacity to deal with the demands of a new strategy.
- Shift Board modus operandi to balance governance and value creation to align with the DART vision and strategy.
- Create a differentiated, premium customer experience and build civic and corporate confidence, public value and advocacy.
Deliverables.
- DART ‘Point B’ ten-year transformative Strategic Framework, Narrative and Dynamic Concept Model.
- Workshops and forums to mobilize senior managers and executives to lead and expedite progress towards point B.
- Board modus operandi and stakeholder engagement initiatives, captured in a Board Contribution Charter.
- Strategic Relationship Development strategy and B2B client approach.
- Professional input as required by the Chair, Board member or executive.
STATE POLICY NETWORK
The brief: Commissioned by the Chief Executive Officer & President of State Policy Network, to position SPN and connected stakeholders to capitalize on opportunities to protect and advance constitutional Federalism in the US by;
- changing the SPN operating mode from a strong defensive capability to an authoritative modus operandi;
- driving rather than defending the Federalism narrative through an augmented network of partners and benefactors;
- activating and mobilizing leaders in the network to enhance SPN’s legislative, legal and political gravitas;
- Augmenting network Partner, Donor, Investor and Benefactor relationships with an enhanced Strategic B2B capability.
- Designing and integrating a Leadership Deployment stream to augment leader efficacy, creating capacity to mobilize towards both the Think Tank and Partner objectives and SPN28.
- defining a strategic legacy and help prepare the CEO and organization for an imminent change of leadership, and;
- taking greater control of the Federalism narrative to create new capacity and effectively pursue strategic and cultural objectives.
Priorities.
Position the network to capitalize on US political legal and cultural changes to set up sustainable and more strategic Federalism defence and counter-offensive capability through a clear, compelling strategy.
- Engage the Board in the development of Strategic Priorities, Dynamic Concept Model and themes that will ultimately define the SPN identity.
- Work with the Chief Executive Officer & President on additional leadership and SRD/B2B imperatives to execute and expedite progress towards SPN28 and set up for leadership succession.
Deliverables.
SPN 28, a five year strategic Narrative, Dynamic Concept Model, Strategic Priorities and high level business cases.
- Executive workshops, keynote addresses and events aligned to an execution and implementation plan for two of the seven priorities, primarily for Leadership Enterprises and Strategic Stakeholder Engagement.
