Strategic consultancy often follows a process that matches capabilities - either current or aspired to - to a business opportunity. We add to this a consensus building process to ensure that the strategic vision has ‘buy in’ and so a much better chance of successful implementation Building The Strategic Vision Matching The Opportunity And The Capabilities

Building The Strategic Vision We have developed a process for building a strategic vision, through a small number of facilitated workshops. Inputs include the building of a structured framework, which is made up of the component parts of the strategic concepts, and, in our experience, these usually differ from company to company. This is usually a reflection of different corporate cultures. In some cases there needs to be a degree of focused market analysis between workshops. But the real benefit is in the contributions from key internal players, the facilitated discussions, the consensus building and ultimately ‘buy in’ to the strategic direction. The process is based on the concept that any strategy is only successful if people are committed to implement it. This type of project is sometimes called ‘vision engineering’.

Matching The Opportunity And The Capabilities One approach to strategic direction setting is focused on an assessment of opportunities matched with a realistic and honest analysis of current capabilities – and potential future capabilities. This can be either a report based analysis or a team consensus constructed in facilitated workshops, - or both. However typically the approach is weighted more to the analysis, and the output is a comprehensive and robust assessment of the viability of the strategic approach.