SOLUTIONS: PLAN

We help clients prioritise what they need to do, set the right objectives and develop plans that are clear and achievable — and in getting people to support these.

We help clients prioritise what they need to do, set the right objectives and develop plans that are clear and achievable — and in getting people to support these.

We help clients prioritise what they need to do, set the right objectives and develop plans that are clear and achievable — and in getting people to support these.

Once you have answered the three basic questions of:
1. Where and how do we make money today?
2. What will likely be different in 3 – 5 years?
3. Wow do we prioritise investments and effort, to bridge that gap?
…. the next step is to develop a strategy and set of plans to
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DEEP-KNOWLEDGE ENTERPRISES

Deep-knowledge enterprises are different. Strategy needs to be a blend of the best objective solutions and what the people in the firm will support. This is especially true in partnerships.

> Who really makes the decisions in our firm, and how?
> Where do we need to invest most urgently?
> How do we balance short and long term priorities?
> How to harness the collective wisdom of our people, e.g. through ‘crowdsourcing,’ into the firm’s planning processes?
> How to change plans once set, when the market changes?
> How do we plan our next merger or acquisition, to deliver the best value?

BUSINESS DRIVEN ACTION LEARNING

One of the best ways of introducing leaders to the skills involved in strategic thinking is to give them a real business issue and then coach them through the process of solving it. A BDAL project is first a effective learning process, second a means of delivering a real solution to a real problem and third a very potent teambuilding exercise. It is a powerful combination of creating thinking and action planning, especially effective when out-of-the-box creative thinking is required, to develop an innovative solution (for instance a new approach, service line or response to a unique and novel challenge.) We have facilitated such project for junior partners and practice group leaders, sometimes supported further by bespoke research and analysis on the topic being addressed.

DECISION-MAKING STRUCTURES

We have experience in supporting firms in enhancing their decision-making processes, within their existing governance and management structures. Modern developments in technology (e.g. in social networking) provide far more options to firms than existed before, in how to be agile and flexible in their decision-making. This typically involves the ‘know’ and ‘plan’ stages of the cycle, namely:

  • ensuring that decisions are based upon the best possible information, and
  • developing processes that ensure that information that is relevant to the firm’s strategy is communicated bottom-up and, where a strategy change is indicated, that is achieved as nimbly as possible and the change of direction communicated top-down.
FACILITATION OF STRATEGY DISCUSSIONS

Frequently as part of ‘strategy retreats’ or off-sites, we facilitate two-day planning events where the first day involves review and discussion of analysis done beforehand and the second on development of strategy and action plans. Sometimes it helps to have an experienced strategist facilitating the discussion so that all members of the planning team can collaborate fully. Where we have been engaged to do the underlying research and analysis, we are also well paced to prompt the discussion with factual input – although the decisions remain yours alone.