impact+ → Our Practice → Strategy & Transformation
Practice 01Strategy & Transformation
Direction is the easy half. We work on the half where an institution has to change shape to deliver it.
Strategy fails in the operating model, not in the strategy.
Very few strategies fail because the direction was wrong. They fail because the organisation that was asked to deliver them was structured, staffed and governed for something else.
So we treat strategy and operating model as one piece of work rather than two engagements. Where the strategy demands a capability the institution does not have, that is named in the document rather than discovered eighteen months later.
And we stay through delivery. A transformation programme designed by one firm and executed by another is where most value leaks out.
Five services.
- Corporate and functional strategy
- Strategic direction, mandate clarification, objectives and measures, and the trade-offs a leadership team has to settle before anything else can be built.
- Operating model design
- Structure, decision rights, service model, capability requirements and interfaces — designed against the strategy rather than inherited from the previous one.
- Transformation programme design
- The roadmap, sequencing, dependencies and governance that turn a strategy into a portfolio of deliverable work.
- Organisational restructuring
- Structural redesign with the workforce implications faced honestly, including transition planning and the change management the move actually requires.
- Policy and process architecture
- The policies, procedures and delegations of authority that make a new operating model enforceable rather than aspirational.
Rarely on its own.
A strategy engagement almost always draws on Human Capital for the workforce implications, on PMO & Governance to hold the delivery portfolio, and on skills+ where the new model requires capability the organisation does not yet have.
What is your strategy asking the organisation to become?
Start with the Diagnostic.
Ninety minutes with a senior partner on the problem itself, and a three-page written brief within five working days. Never sold, never invoiced, yours to keep.
