Strategy execution Case Studies
Meeting the specific needs of clients means that UGM embarks on a wide array of assignments. Our Case Studies represent a small cross-section of our portfolio of experience, providing brief insights into how we have helped many clients. Contact us to learn about the numerous other projects we've worked on over 30 years in business.
Turning strategy into action - involving the implementation teams
Having worked with the Senior Leadership Team of an international services business, UGM was asked to help a larger group convert the high-level strategies into a set of action plans. One of the most significant challenges was encouraging the enthusiastic teams to focus on a few core priorities only, rather than wanting to embark on dozens of projects. We used UGM's customised strategy implemention tools to help each department determine its own priorities, which were also closely aligned with the strategic priorities of the business overall. Teams then analysed their current and future state, and what steps were needed to bridge the gap. The process also included identifying and mitigating risks and ensuring that sufficient resourcing would be available to execute the plans. Our timline process was used to good effect, to demonstrate that some of the intentions would need either additional resourcing or need to be re-prioritised. At the end of the process, there was widespread buy-in from the implementation teams since they had played a key part in developing the detailed plans that they were actioning.
Review of strategic project implementation to analyse lack of progress
Prior to engaging us, our large corporate client had embarked on the implementation of a technology change project. Despite very detailed project plans, and the investment of inordinate amounts of people's time, the project had experienced significant delays. The UGM team conducted a strategic review of all aspects of the project, largely through interviews with a variety of stakeholders and the application of our customised suite of tools. We found that although there had been some small benefits, key project deliverables had not been achieved, largely due to a lack of common purpose. Essentially, because the crucial buy-in phase had not been successfully negotiated up-front, subsequent buy-in and support had only been superficial. This would likely plague the project going forward and, additionally, people were change fatigued. Since the project had dragged on for over two years, it was unlikely that it would achieve its objectives without a substanital rework and additional investment. As a result of our review the project was terminated in its present form, a key strategic decision that would prevent any further resources being wasted. This also allowed the organisation to focus on conerns of a higher priority.
Clarifying & aligning drivers of value to boost strategy implementation
Our client, a business unit within a high-impact not for profit, wished to align strategic activities for greater impact. They had a measurement system in place that was helpful but needed some tightening. Essentially, they wanted to be sure that people were focusing scarce resources on projects and activities that made a difference. UGM undertook a review of the performance measures in place to identify the key drivers of value for the business unit. Our evidence-based approach meant that we determined which factors "moved the strategic needle" via internal consultation and scanning the most relevant, current academic literature. This was also key to buy-in, since the measurement system previously hadn't always enjoyed full support. UGM helped the organisation craft a range of performance measures that were more clearly defined and most closely aligned with driving strategic value. Instead of wasting time measuring and reporting on elements that had relatively little impact on desired outcomes, management and staff were able to focus more on those critical few elements that really made a difference to strategic performance. In addition to being able to monitor performance indicators that would have the biggest impact, staff were also made aware of how they might prioritise their time. When faced with a choice between tasks, staff were able to choose actitivities known to generate the greatest value. Benefits of the project included measuring elements that were tightly linked with performance and direction and providing a shared focus on those activities to be prioritised for optimal use of available resources.
Call us now on +61 2 9964-9861 to discuss your challenges, confidentially and obligation free.
