Strategy Execution
Capability Review
Is your organization equipped to deliver what your strategy now requires?
A focused review of whether your organization is set up to execute what the business now requires—and where it may need to change.
WHEN TO CONSIDER A REVIEW
WHEN THE BUSINESS CHANGES,
THE ORGANIZATION MAY NEED TO CHANGE WITH IT.
The organization that supported yesterday’s priorities may not be the organization required for what comes next.
LAUNCHING
SOMETHING NEW
A new strategy, market, product or business model can change what the organization needs to be capable of doing.
Determine what may need to change in how the organization operates to support the new direction.
READY TO
SCALE
Growth can expose limits in how the organization currently operates.
Determine what needs to evolve in roles, decisions, coordination and leadership as the business grows.
INTEGRATING AN
ACQUISITION
Bringing businesses together can create uncertainty about how the combined organization should operate.
Clarify roles, decisions, interfaces and ways of working so the combined organization can operate effectively.
THE BUSINESS HAS BECOME
TOO COMPLICATED
As organizations evolve, complexity can begin to limit execution.
Identify where decisions, accountability and coordination have become harder than they need to be.
SUCCESSION OR
LEADERSHIP TRANSITION
Leadership transitions can expose dependencies and raise questions about how the organization should operate going forward.
Surface key dependencies and determine what may need to change through the transition.
WHAT THE REVIEW EXAMINES
START WITH WHAT THE STRATEGY REQUIRES.
The Review does not assess your organization against a generic model of what “good” looks like. It examines whether your organization is equipped to deliver what the business now requires.
STRATEGY &
BUSINESS REQUIREMENTS
Clarify what is changing and what the business now needs to accomplish.
WHAT THE
ORGANIZATION NEEDS
Determine what the organization needs to be capable of doing to deliver what the strategy requires.
ORGANIZATIONAL
REALITY
Examine where the organization supports execution—and where it may be getting in the way.
PRIORITIES
FOR ACTION
Identify what should change, what should remain and what deserves attention first.
ACROSS THE ORGANIZATION
The Review considers five organizational elements that shape how strategy gets executed.
WHAT YOU RECEIVE
CLARITY ON WHAT NEEDS TO CHANGE—AND WHAT DOESN’T.
A focused executive assessment of whether your organization is equipped to deliver what the business now requires—and where it may need to change.
WHAT TO RETAIN
What is already supporting execution and should remain.
WHAT MAY NEED TO CHANGE
Where the organization may need to change to better support what the business now requires.
WHAT TO PRIORITIZE
The organizational issues that warrant attention and where to focus first.