- we clarify the complex
- we curate market growth
- we unleash competitive advantage
- we foster creative outcome
- We believe in doing
- We keep it real
We partner with executive teams to achieve tangible and impactful results.
We help you take well worth risks and transform them into opportunities for your business. We unleash your innate drive and vitality to ensure that people want to work for you, with you and deliver on your company’s vision. We are results driven and partner with you and your organisation at an energy level you aren’t used to, short cutting the route to corporate success. We aim at ensuring the best possible market position for your corporation.
We take a new approach to an old model: While strategic consultants typically focus on increasing your bottom line, our sweet spot is intersecting your business goals with your impact goals and identifying a path to achieve both through Pathfinder Projects.
Emergent or agile strategy differs from strategic planning in fundamental respects. Emergent strategy combines the highlights of lean, agile and systems thinking. Strategy emerges over time, as participants move through rapid cycles of build-measure-learn.
This approach is fundamentally different than traditional strategic planning. Developed out of operations planning and World War II, traditional strategic planning focuses on heavily analytic linear approach. It is costly, time-consuming, and not well adapted to volatile and unpredictable markets and intense time pressures of the digital age.
By contrast, Strategy Sprints provide intense periods of deep strategic thinking that generate hypotheses embedded in Pathfinder Projects. Executive teams explore by building. In the process, they strenghten the top executive bond of trust that strengthen their network and generates the data they need to design the next iteration of their strategy.
Transformative Design Loop
When stakeholders are having trouble imagining things being different than they are at the moment, or when they are extremely removed from (and even judgmental of) their customers, the experience of being wholly immersed in a different perspective can free up their thinking. The desired outcome is that stakeholders come away from the experience in agreement about the challenge that needs to be addressed and with a common and heartfelt understanding of why things need to change. We achieve this with rapid cycles of build-measure-learn method which we call the transformative design loop.
Strategies are best developed by them who execute them. When stakeholders don’t feel capable of changing the way things work today, and when there are naysayers among them, we involve them throughout the design process — with questions, prototypes, and iterations along the way. The process of co-creation should make everyone responsible for approving and implementing the new strategy and feel invested and confident in the new way forward.
When we need the support of a large and disparate group of stakeholders – perhaps more than we can involve in a transformative empathy experience or in co-design – we create a vision of the future that brings stakeholders together to show them where they are going and to help them imagine what the future might look like. A compelling and shared strategy fosters a sense of belonging and inspires a sprint team to create change together.
A shared strategy is key to building a more resilient organization, one that’s primed to keep up and even excel with an increasing rate of change.
But senior strategists know: no single intervention is likely to change a system - hence your company. You’ll need to employ different approaches at different stages of any project, depending on the stakeholders and the challenges involved. And take very seriously that intervention design is about emotions as much as about logic - when we are creating something new to the world, by definition there isn’t enough evidence to get us where we want to go.
Our values and uniqueness
Success is measured by the ability of any communication to generate meaningful results for a client. Time is invested up front to understand the problems a client faces, then the necessary communication is carefully designed and facilitated to align executives around impactful, actionable solutions. Every strategy communication ends with clear next steps and accountabilities.
Unlike traditional “study and recommend” strategy consulting firms that tell clients what they should do, strategy sprints custom tailors the process and communication to help clients develop their own solutions, which the client is confident can be implemented. With this approach, clients’ internal capabilities and subject-matter expertise are complemented, not replaced, ensuring buy-in from all involved to the solutions from the start.
Clients should look to consultants as valued partners and trusted advisors. No matter the extent of the engagement, they must always feel that their best interests are served.
Forward-driven and data-driven decisions
Many conversations lack the right data, while others suffer from data-overload. Productive strategy meetings balance content, process and conversation in a way that enables attendees to use relevant insight to make decisions. This balance can only be achieved if the right people are engaged and the right content is developed before the meeting convenes.
Traditional “Study and Recommend” Strategy Consulting Firms have strong subject-matter expertise and advanced analytical capabilities, and their recommendations often lack client ownership/buy-in or cannot be executed. Strategy sprints drives client ownership of outcomes and buy-in by managing the process, content and conversations needed for effective strategic decision-making. We’re also unbiased – unlike traditional strategy consulting firms we do not deliver recommendations or have a stake in the outcome.
Standalone Facilitators lead executives in insightful conversation using established frameworks and methodologies, and they typically do not have rigorous strategy expertise or a tailored approach that fits the client’s objectives. Additionally, their focus tends to be on the meetings themselves, not on what happens before or after. Strategy Sprints partners with clients to develop all four dimensions of action (content, process, space, time) at once to ensure desired outcomes. Our deep corporate strategy expertise allows us to push executives’ thinking in ways that typical standalone facilitators cannot.
Internal Strategy Teams have strong knowledge of the issues, and often do not have adequate resources or the process/facilitation expertise to manage critical strategy conversations. Also, they are rarely in a position to challenge the senior team’s thinking. Strategy Sprints leverages its knowledge of best practices and its experience working with hundreds of companies across industries to drive toward effective solutions. We nevertheless always partner with internal strategy teams to design and facilitate an approach that works for their organizations.