Often it is what an organisation doesn’t know that determines success in a new country or market, acquisition of a new business, or other new challenge. In this situation strategy needs to create a baseline of knowledge, identify key assumptions (and how they will be tested), and establish learning processes to make the territory “known” as quickly as possible.

We bring “fresh eyes” to an existing strategy, testing its assumptions and hypotheses, injecting new ideas, and integrating findings with what is worth keeping

Effective strategies should still be critically evaluated for effectiveness and fit with a dynamic environment. Understanding the past drivers of success, the areas where performance has been below expectations, and the relevance and impact of emerging trends, can help maintain strategic effectiveness.

What an organisation does is more important than what it says. Strategic implementation is therefore as much about change management as project management. It is about engaging an organisation’s people so their individual decisions fit the desired collective pattern, and establishing the ongoing processes that enable them to learn and keep aligned as the strategy evolves.