HCP has extensive experience in strategy and strategy related assignments, from formulation to implementation. Following are One Page overviews of examples of our services. These are followed by descriptions of client assignments.
One page Overviews:
Better Strategy, Better Results: Benefits of a re-engineered strategic planning process (Download PDF Here)
A recent survey conducted by the Macquarie Graduate School of Management revealed considerable insight into the practice of strategic management in Australia. Findings from the survey concluded that a high 77% use ‘away days’ as a means to discuss and/or decide strategy. Although 66% of attendees agreed that on the whole, the ‘away days’ were a success, a less positive outcome was that;
only 19% thought that the outcome (from the ‘Away Day’) would deliver a considerable change in the strategic direction of the organisation.
Through our fully integrated Strategic Management Framework our approach is designed to deliver results, illustrated as follows:
Our re-engineered process doesn’t eliminate ‘away days’. Rather, we give it a different emphasis to ensure better strategy and better results are achieved. The more positive outcome is delivered through:
- Redesigned process: Use of strategy formulation mechanism (Strategic Architecture) that links strategy formulation with execution (Pathway to Implementation).
- Immediate identification of ‘Gaps’ in strategy: Use of cause and effect analysis readily illustrated in the Strategic Architecture.
- Greater input and rigour ‘up front’: (another survey finding: 57% of respondees consider that attendees give no or minimal preparation to the strategic planning ‘Away Day’).
- Alignment: Enterprise wide visibility and monitoring of agreed (implementable) strategy.
Cascading strategy: Obtaining the benefits of enterprise wide strategic alignment (Download PDF Here)
When strategy is discussed, it is usually in the context of a corporate strategy, a business unit strategy, or that of some other clearly defined entity. Very rarely is strategy considered in the context of an enterprise wide solution. The inevitable result therefore is that strategy:
- Is rarely ‘’aligned’ with Corporate, Division, or any other part of the Group Strategy,
- Will usually remain in presentation format – in the GM’s top drawer, and
- Is poorly implemented; responsibility is rarely assigned effectively and almost never ‘monitored’.
In addressing the problem, HCP practitioners apply a strategic alignment process that effectively ‘cascades’ the strategy – from corporate level to independent business unit – and down to individuals, if appropriate. The process forms part of our fully integrated Strategic Management Framework, a structure that delivers the following results:
Benefits from an enterprise wide, cascaded and fully integrated strategy are delivered through:
- Redesigned process: Use of strategy alignment mechanism (Strategic Architecture) that links strategy - organisation wide (enabled through the associated Pathway to Implementation).
- Visibility: through the Strategic Architecture, strategy is depicted in a single page. This provides greater visibility and understanding and leads to greater acceptance and commitment.
- Gap Analysis: Because of the structure of the Strategic Architecture any potential ‘gaps’ in strategy are immediately recognised and resolved.
- Method of Automation: automation delivers visual communications through some form of ‘dashboard’ monitoring mechanism. When used appropriately, automation can provide a significant ‘step up’ to the effectiveness of a strategic management program.
One Page PDF overview of this solution downloaded here:
Cascading Strategy Organisation Wide.pdf
Download other One Page overviews here:
Aligning Knowledge to Strategy - The foundation of strategic change:
HCP Knowledge Management Overview.pdf
Strategic Architecture: Identifying Gaps and enhancing strategy:
Getting results through Strategic Architecture.pdf
High Performance Growth Strategies: Out of the Red and into the Blue:
High Performance Growth Strategies Out of the Red.pdf
Strategic Business Intelligence: Transforming Source Data into a Formidable Competitive Advantage:
Strategic Business Intelligence.pdf
Insights Into an Uncertain Future: Application of Scenario Based Simulation Models and War Games:
Scenario Analysis and War Games.pdf
Although strategy is fundamental to business our research shows that only 24% of firm’s develop ‘maps’ of their strategy. Our experience has shown that maps are fundamental to successful execution, they also provide considerable insight into any ‘gaps’ that may exist – those areas where development is warranted or enhancements required.
Case Studies
Australia’s Largest Advertising and Media Company: Strategic Management:
HCP initially conducted an analysis to identify how the link between the company’s strategy and its budget could be improved. The results of the analysis showed that a Strategic Score Card (SSC) would provide the method to establish the link and our consultant was subsequently seconded to the organisation for a six month period, to assist with its introduction. In this capacity, our consultant held the position of Director, Corporate Strategy and was responsible for the development of the conceptual design of the strategy maps, the development of Key Performance Indicators and Score Card content and the selection of appropriate software.
Whilst working to establish the Strategic Score Card our consultant applied the foundation parameters of a fully integrated Strategic Management Framework. Using this framework, our consultant also worked to establish and develop a newly defined Strategic Management Department whose tasks were identified as:
- the design, introduction and development of an Innovation Program,
- establish the foundation of a business case leading to the development of a Knowledge Management program incorporating; Competitive Intelligence, organisation wide Performance Measurement, Management and Reporting Capabilities and ultimately, a Business Intelligence strategy.
- the conduct of strategic reviews of 2 Business Units, and
- the redesign of the structure of the (64 person) Finance & Administration Department
Key outcome:
In the six month period a pilot Strategic Score Card using advanced software capabilities was established and the foundation for development firmly developed. The innovation program commenced and the input identified for inclusion in the Business Case for a Knowledge Management and Business Intelligence program. In addition a 5 person corporate strategy group and 20 person ‘virtual’ (corporate wide) group was established and charged with the development of the above programs.
Additional Programs: Program Management:
In addition to the above programs HCP was also asked to provide assistance with the establishment of a comprehensive Program Management capability. In this assignment our consultant was asked to work with approximately 20 Business Managers of the biggest Division of this organisation; to assist with the definition and collation of the many initiatives they had identified, and to develop a prioritisation and implementation ‘roll out’ program.
Additional Programs: Business Unit Strategy:
Our consultant was also asked to facilitate the development of a small Business Unit within this organisation – with the business strategy developed to provide a better understanding of the future direction of the business.
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International Printing Company: Strategy:
Conducted Strategic Business Review and facilitated strategy formulation (incorporating new business opportunities) leading to development of detailed implementation plan.
Key outcome:
Understanding of parameters for investment in growth business and subsequent development of that business.
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Textile Manufacturer: Strategy:
Conducted Strategic Business Review with an emphasis on competence analysis and then facilitated strategy formulation program.
Key outcome:
Alignment of core competences at plant level to most relevant markets, leading to significantly improved sales and marketing effectiveness.
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“Real Time” Assembler and Distributor of consumable Goods: Organisation Structure and Design:
The CEO faced a restructuring agenda from the Corporate Office and sought our advice on matters of strategy, structure and organisational effectiveness.
Key outcome:
The CEO was provided with a comprehensive understanding of critical strategic issues facing his business as well as alternative strategies and structures. This allowed him to retain control of the change program being driven from the corporate office and an opportunity to ‘kick start’ change – based on his own agenda.
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Plastics Manufacturer: E Business Strategy:
Conducted Strategic Business Review with the purpose of establishing the most appropriate application of E Business solutions to our clients customers.
Key outcome:
Organisation deemed not ready for E Business and advised to address fundamental business issues as a priority.
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Chemical Manufacturer: Supply Chain Strategy:
Conducted Strategic Business Review of this organisations Supply Chain capabilities and provided advisory role during implementation.
Key outcome:
Client applied knowledge gained from the review as a basis for revised organisation structure and then sought to introduce technology as a means to realise benefits recommended in final report.
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Building Products Manufacturer: Physical and Organisational Structure Review:
Our client had outgrown existing premises and sought our advice as to the most appropriate business and operating model for the future. HCP conducted a review of their operations to determine the most appropriate location for a distribution/manufacturing facility and the most appropriate organisation structure required to effectively manage the business.
Key outcome:
Facing extremely limited resources we recommended our client consolidate operations in a metropolitan facility, supported by a leaner management team, and staff members with more appropriate skill set.
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Information Services Provider: Value Chain Analysis and Product Cost/Profitability Review:
HCP assisted the CFO of this organisation with a review of its cost structure and product mix, applying ‘Value Chain’ and Activity Based Costing principles.
Key outcome:
The CFO was able to provide the owners of the business (a consortium of major corporations) with a comprehensive overview of how and where value was added through its service delivery mechanisms, as well as a high level profile of its product profitability and cost structures.
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Appliance Manufacturer: Organisational Transformation:
As part of a global manufacturer, the CEO faced increasing pressure to close the Australian manufacturing facility and replace locally produced goods with products sourced from overseas. The CEO sought the most appropriate solution to this issue and sought assistance with the development of the optimal solution.
Key outcome:
The analysis revealed that the majority of manufacturing should be transferred to the parent organisation, allowing the Australian arm to transform itself into a distributor, offering more modern and higher value added products to its customer base.
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Building Products Manufacturer: Plant Location Analysis:
Assisted with the construction of a financial model to determine the most appropriate location for a manufacturing facility, currently located in a regional Victorian city.
Key outcome:
Three alternative solutions were identified, including an option to leave the facility in its current location. The overall business model led to the recommendation to move the facility to a Melbourne metropolitan site.
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Pharmaceutical Distributor and Manufacturer: Organisational Restructure and Business Process Review:
Assisted with a review of the business and organisational structure and identified opportunities to considerably improve efficiency and effectiveness as well as to reduce operating costs.
Key outcome:
Recommended that the business restructure itself, moving from a State to National operating structure. Subsequent move resulted in realisation of significant cost savings and enhanced customer service. Advice was also given on the most appropriate structure to leverage a recent acquisition through the integration of all aspects of the business.
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Consulting Engineers: Leadership Development Program:
Provided support to Regional Director in area of leadership and managerial effectiveness.
Key outcome: coached senior manager with new management style and way of ‘thinking’, providing foundation for their future development.
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Utility Company: Leadership Development Program:
Provided support to leadership team to improve leadership effectiveness and to conduct personality profile tests, leading to the introduction of more effective teamwork.
Key outcome:
Provided foundation for the development of individual competences and a more effective management team.
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Media Company: Strategy/Planning Effectiveness:
Conducted review of budgeting and planning process, identifying link between strategy, planning and budgeting processes.
Key outcome:
The review identified important ‘gaps’ between the business strategy and planning/budgeting process, resulting in enhanced management control and more effective method of strategy/budget formulation.
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Management Education Institution: Strategy Formulation and Implementation:
Conducted Strategic Business Review and facilitated strategy formulation (incorporating new business opportunities) leading to development of detailed implementation plan.
Key outcome:
Identified fundamental business issues that required resolution, prior to development of opportunities leading to growth and subsequent development of new business opportunities.
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