Successful execution of business strategy requires you to make some tough choices. Whether you are improving your organizational infrastructure, reorganising your sales force, crafting a marketing plan, restating your financials or seeking efficiencies in a merger or acquisition, the right alignment of people and resources is critical to your success.

Our strategy services are there to help you develop a strategy that is clear to all stakeholders in your organisation. We assist you to prioritize and execute major business initiatives so that organizational resources support the successful achievement of your business strategy.

The strategy services include:

• strategic planning using the Balanced Scorecard method, incorporating Strategy Maps, alignment of Strategic plans to all levels of the organisation.
• alignment of your strategic plans across all business units and service units  to all levels of the organisation.
• planning using driver based performance planning ensuring that strategic initiatives are tied in to operational execution,
• budgeting, ensuring alignment to the strategic plan and forecasting using techniques such as the Rolling Forecast model
• financial support to ensure that your strategic goals are met and that dashboards reflect the correct measures and targets with initiatives that close the value gap.
• crafting marketing plans that work.
• organizational readiness to execute strategic plans down to the individual level.

Download a Free marketing strategy guide.

  Risk Management.

"Risk is a function of how poorly a strategy will perform if the 'wrong' scenario occurs" Michael Porter.

Mark Frigo said Strategic Risk Management is "how well a business strategy will perform under different scenarios and events" and whose goal is to "preserve and enhance value".

We believe that Strategic Risk Management is about identifying, evaluating and managing the risk associated with your business strategy. It includes evaluating events and scenarios that can have not only a negative but also a positive impact on the organisation's performance. The ideal is to make your leadership team more agile in responding to events if and when they occur.

  Rates.

we charge an hourly rate of R1000 for our Balanced Scorecard service.

There are 4 Barriers to Strategy Execution.

2. Only 25% of managers have incentives linked to overall strategy.

3. 85% of executive teams spend less than one hour per month discussing strategy.

4. 60% of all organizations do not link budgets to strategy.

Today's management systems were designed to meet the needs of stable industrial organisations that were changing incrementally.

You can't manage strategy with a system designed for tactics.

The effects of decades of strategic planning are reflected in practice today.

• Of 1,221 organisations polled, 88% of organisations claim to conduct formal strategic planning.
• Strategic Planning was also the management tool that enjoyed the highest user satisfaction (among all 25 management tools reviewed)
• Of 796 companies polled, 79% had a formal strategic planning process.
  • Of those companies claiming to have a formal strategic planning process over half say that it plays a significant role in helping develop corporate strategy.

It seems as if there is little opportunity to add any value.

But, the same research presents other findings that indicate major gaps.

• Just 45% of the respondents were satisfied with the strategic planning process e-book: swot; how to
• Only 23% said major decisions were made within its confines.

Executives are still searching for a solution to strategy execution.

In the meantime .........Shareholder Value is being lost!

So what do we do?

The foundation of the Balanced Scorecard approach is to give a framework that describes how value is created through an organisation's strategy.

Research has shown that Balanced Scorecard users create dramatically higher levels of shareholder value for their organisation.

The balanced scorecard tracks all the important elements of a company’s strategy—from continuous improvement and partnerships to teamwork and global scale. And that allows companies to excel.

Why Strategy maps?

Strategy maps are essential in the information age, when intangible assets—customer relationships, employee skills, the ability to innovate—are competitive advantages. But these assets have value only within the context of a strategy. For example, a growth-oriented strategy might require in-depth customer knowledge, sales training, and incentive-based compensation. But none of these, alone, would be enough to implement that strategy. Strategy maps quantify the value of tangible and intangible assets—linking them all to your overarching strategy.

A good Balanced Scorecard connects the strategy map objectives to measures, targets, and initiatives and supports a complete strategic management system by linking long term strategy and measures to more tactical planning & budgeting.