Service 04 / Execution
Strategy and performance improvement execution services: implementation support, cost reduction and price optimisation.
Overview
Most strategies do not fail at the point of decision. They fail afterwards, when management teams get pulled back into running the business, cross-functional initiatives fall between seats, and the benefits arrive late or not at all.
We stay on the work. That means a plan, a team, and a way of tracking it, run with proprietary tools and templates so delivery starts in the first week rather than the second month.
Part of our fee depends on the change in performance. On execution and value creation engagements, clients typically see a 40 to 100 times return on our fees.
The register
Usually one of the three to begin with, and often two of them by the end of the programme.
From board decision to the P&L line, with the governance to hold it together.
Margin recovered without cutting into the parts that grow.
A one per cent price rise is worth three volume points, and it goes straight to the bottom line.
How the work runs
Mixed teams, with your people seconded in. That is what makes the change hold after we leave.
The operating model, the cost base and the current run-rate, evidenced rather than asserted.
Value creation ordered by size and by difficulty, with responsibilities allocated clearly.
A metric-driven agile rhythm that surfaces problems early, while they are still cheap.
Benefits followed through to the point they show in the accounts, not at sign-off.
The methods, written up
Each is the method set down in full, free behind a two-field form.
Starting a conversation
Most execution work begins with a short conversation about what has already been tried, and where the programme is currently losing time.
