Our Methodology

Our methodology brings together the analytical rigour with the strategic perspective and strong management and organisational capabilities to help our clients achieve success.

1. Build the fact base to identify potential improvements

Building a fact base is a means to an end with the goal to identify, understand and capture the potential improvements to achieve value. We apply rigour in terms of facts and data, however, we also take a practical and commercial approach. Practical to us means using 80/20 and balancing the need to baseline and understand how things are done today with the need to determine the future requirements to achieve substantial value.

2. Determine the economic value of opportunities

We start the valuation process early in the improvement cycle by testing broader improvement requirements and hypotheses instead of waiting for initiatives to be developed. This builds focus and drive and enables prioritisation of effort. During the later stages of the improvement cycle we adopt a more hard headed approach in terms of commercial justification and how this relates to target setting, KPI tracking and benefits realisation.

3. Develop a vision for the future and translate into actionable initiatives

Converting ideas into reality requires making critical and at times tough decisions related to process, organisation and technology. We work hand-in-hand with our clients to guide them by focusing on what achieves the highest impact in the shortest possible time in terms of financial benefit, results and strategic outcomes.

4. Plan and manage the implementation

Success can only be achieved if the setup is right. This starts by working with our clients to establish the right accountabilities from governance through to sponsorship, project ownership and delivery. We define milestones, measures and targets that will show if initiatives are working as planned and we work alongside our client’s finance team to help build budgets to track and bank the financial benefits.

5. Validate and operationalise the changes

We instil validation of initiatives and start to build that into planning and thinking at the outset and continue the process through to well after changes are implemented and operationalised. We also recognise the commercial realities that organisation’s face, so we also insist on learning and problem solving during execution and when changes are operationalised.

6. Coach and develop

Coaching, developing and building client teams are key cornerstones of successful transformational change. We assemble client teams and coach them in developing the core capabilities required to work through the transformation cycle. We build focus by prioritising our team’s effort, educate and coach teams on how to generate and test improvement ideas and cultivate the passion and drive to implement changes.