Strategy facilitation workshops
Our clients come to us with various reasons for wanting a strategy workshop.
From our perspective, there are various
- Strategy development, through to detailed planning and performance for a sustainable European Bank
- Taking a view across three generations of how a fund could leave a legacy for the charitable sector.
- Developing the strategy
- Developing the strategy for a modular manufacturing company
We also work with the management teams of a specific function such as Finance, HR, IT, or operations. Sometimes part of a wider strategy programme. Sometimes to help that function develop its own strategy. Examples of Strategy facilitation for functional teams include:
“We achieved more as a Management team in a 2-day strategy session with you on your own, than a pair of consultants achieved in four days. That was a really effective two days.” – Lindsay Stratton, Managing Director, Unite Modular Solutions
- Asset Management Strategy for a large National Water company. Key question: How do we explain our innovative asset management strategy, socialise it, and implement it during our £4bn investment programme?
- Developing the strategy for positioning, managing and delivering finance in an International Financial Services business. Key question: How do we bring together the finance heads across different countries, to work as a team, developing the Finance function and its strategy, as a whole?
- For the Health & Safety team of an International Oil company, Facilitating their analysis of their strategic issues and developing a strategy with clear objectives & deliverables. Key question: How do we develop a coherent and consistent Health & Safety Strategy across three business units in differing african nations?
- UMS Lindsay
- Peterborough City Council
“That was a really effective strategy day with the Board. We are still focused on the four strategic themes that came out of our strategy workshop, two years later. ” – Hans Jensen, CEO UKWIR
“The work you did with us meant we could have much more substantial discussions about the outcomes for our customers and the themes of our strategy” – Director, UK Water company
Some principles we apply
You never walk into an empty room:
We always interview and prepare your material before a strategy session or away-day. Yout thoughts about your strategy are on the wall when you first walk in. Why? Well if there is nothing to start with two things happen. First you have eight hours and eight people then at most they get an hour each to speak. If we have interviewed them beforehand, you already have 16 hours of material on the walls. So the conversation changes from contributing, to commenting, exploring and understanding each other’s points of view.
We actively encourage disagreement and arguments:
There is no point you leaving the room with disagreements, or leaving the elephant in teh room untouched. We want to get them on the table and explore with each other why you believe different things. As ??? says, “If there appears to be universal agreement, then delay the decision and encourage dissent”
We give you time to talk to one another:
For each strategy session we will have a plan and an agenda set out, agreed with the Chief Executive or senior Director. However we do not sacrifice quality of conversation to hit an arbritary timescale. The important piece is having the conversations. If that requires some time, unexpected in the agenda, then have them. We can always catch up later. The Quality of conversation amongst yourselves as a team, is key.
It is your strategy and your story to tell:
As the session progresses, we expect the team to be contributing and presenting their ideas. We are the facilitator of the strategy discussion. Our role is not to own the content.
“I like to have you facilitate our strategy discussions, because you have empathy with the team and understand how we work.” – Dr Helen Bonfield, Chief Executive, The Diana, Princess of Wales Memorial Fund