Vision, Strategy and Execution

Vision is the ultimate statement of purpose for your business. It's what will keep your employees motivated and focused on the mission of your company, and it's what will drive the actions of your team and partners. Without a clear vision, your business can become disjointed, unfocused, or even completely flounder.



A good plan today is better than a great plan tomorrow. Don’t delay and start a business plan if you don’t have one. However, a business plan is not good without a discipline, a detailed execution, and a continuous improvement process.

A strategic business plan can be a 5 year plan, a yearly budget presentation at the national level, other even at a function level or small geographical level. The process remains the same. Where we are today and what we have learned from the past, where we want to go and how to get there.

Now, we don’t need to eat an elephant in one bite; we need to take small bites at a time, but we propose to develop a strategic plan in 4 buckets.

To start, you need to look at the brutal facts, where you are today. We are proposing a process for mapping organizations inspired by the lessons learned in books, and decades of research that organize the assessment and analysis in five main domains:


The outside conditions in which your organization operates. Here we assess the macro-economy, growing markets/trends, downsize markets, geopolitical challenges, competitive landscape, customers, and your company’s capabilities. We do a SWOT analysis looking at the present, the past, and the future with external and internal factors.


We evaluate your purpose, vision, value statement, and value proposition to ensure it is still valid with the environment and the changes of needs within your customer base. Don’t forget, people are buying because of your WHY not your WHAT or HOW. The purpose is key for your sustainable growth.


Here we ensure there are a series of well-defined, well-reasoned and well-resourced strategic choices that are aligned across your teams.

Topics: Products and services, expanding and/or realigning customers and vendors, vertical markets served, new business development, geographic expansion, organic growth versus M&A


The division of tasks and resources needed to execute your strategies. Here we examine how your organization is structured, based on both past and emerging practices, to ensure the distribution of your people and priorities of tasks are aligned with your strategies.


The tools to align human behavior across your structures. Examples of systems we will recommend are information sharing tools, KPI tools, budgeting, decision making, ERP systems, Digital platform, CRM tools and other function systems.

After a rapid process of 1:1 and team interviews, project initiatives, a cultural survey, customer and supplier surveys, as well as competitive and comparative research, we deliver an assessment and a synthesis of the critical changes necessary for your organization.

Furthermore, you need to look as far as you can see. Look outside your industry and look at disruptive trends to set your new vision. Be intuitive. We propose to use a process of how to think outside the box. This will be the intuition part of the Creative Strategy Generation Model.

This will help to ensure you are linking the vision with the strategies, investments we are about to build, and matching the timeline requirement of the future.

Finally, we will define how you will get there via a series of strategic and tactical plans with ways to measure success. It is key to deliver, practical recommendations and clear action plans designed that will deliver impactful results.


Successful change requires an understanding of organizational psychology.

Organizational and cultural change succeeds when:

  • Safe to Experiment. When someone feels threatened, they are far less likely to take risks and change how they work. Our process creates environments where change it is “Safe to experiment” both to bolster individual courage and to ensure no single change can harm your overall business.  
  • We all Participate and Collaborate. People are far more willing to embrace change when they have a hand in deciding and shaping the change itself. Our process invites your teams to ideate and respond to the changes required for your market.
  • It becomes a Habit. It’s both cliche and accurate to say that change is the new normal for most industries. We train your teams to continually sense external forces and mount internal change programs long after we’re gone.
  • The Change triggers loss and grief. Any change, even when it’s the right change to make, triggers feelings of loss or grief. People become emotionally attached to things, and the more important these things are, the more individuals want to hold onto them. Our change process includes key moments to recognize and address those feelings of loss.

How we accelerate change?

By the time you realize you might need help with organizational and cultural change, that change can feel urgent, if not immediately mission critical. Our process, which borrows from lean and agile methodologies, is designed to spark immediate wins and serve immediate needs.

We fast track the “Discovery” phase. Here are two truths we’ve learned in our own practice: 1) the only way to understand how your organization will respond to change is to try to make change and 2) the only way to know if the change you’re making is the right change is to try it. Waiting for a comprehensive audit might feel safe, but in reality, it provides no real guarantee of future success. Prototypes always beat PowerPoints.

We co-create with your teams. When we meet with your teams and departments, instead of telling them what to apply as a change, as outsiders we use the Power of Curiosity and ask a simple question: “What have you always wanted to try but were afraid or unable to do so?” Your people have great ideas that they have either never shared before or never found a way to test and implement.

In our “test the water” phase, we can see how people react, record the speed of the change, develop additional tools required to help guide the employees to that new initiative, and to reward desired behaviours accordingly. We have quickly learned that a new process could deliver improved results, but a restructure would actually harm engagement and have a negative effect on talent. By designing a new marketing playbook, but avoiding a full reorganization, we may save unnecessary spending as well as loss in team morale and retention.

We work in 90-day sprints, onsite or virtually with you. In ninety days, we feel confident we can create meaningful impact by being on the ground with your teams and training them to take over our process. Depending on the size of your organization and how we work across your teams, we may need additional sprints but there will always be a moment between sprints to reflect, provide feedback, and decide whether we should move forward.

When change works, we scale it. As our prototypes in new ways of working and change succeed, they scale and eventually become the de facto way of working for the organization. In many organizations, forming Centers of Excellence (C.O.E.s), training courses, and onboarding programs around these new ways of working have been instrumental in spreading these practices to the full organization.


Profitable growth, sustainability and greater customer experience

We are a management consulting firm that supports and assists business to business (B2B) companies during their transformational journey.