When embarking on any programme of change, it’s vital for everyone to understand why change is needed and what needs to change. We work with our clients to build a shared view of the future. We look at this as a ‘bridge’ between strategic goals and future operational practice. The work answers some critical questions to ensure a strong foundation for change.

In providing answers, we develop a compelling narrative for the changes the programme is going to introduce and a clear route map.

At this point there is often a wish to jump straight into delivery. We advise against such a course of action at the early stages of a project. By taking a step back and working on the bigger picture we can help to identify the operational changes and clarify the transformation programme. In doing this we accelerate and streamline the implementation process.

And whilst there’s a strong case for this work early on, we also know that many programmes leap straight from strategy to delivery. Much of our work has been to join ongoing programmes with emerging tensions, introducing relevant approaches and methods in an assurance role, protecting outcomes, reducing risk and accelerating progress.

Our big pictures show the impact of a programme from different perspectives. Journey roadmaps show high level programme evolution and the impact it has on the organisation at each stage.

Strategies can be brought to life through illustrating the key components and how they work together to deliver the vision and purpose.

Internally, colleague experience maps shape the ways of working across teams and can really help with business readiness and changes to ‘business-as-usual’.

Change journey roadmaps show high level programme evolution. Snapshots of the various transition landmarks show everybody what to expect and when.

Business Model pictures illustrate the different parts of the business, the part they play and how they work together to deliver the strategy.

Customer experience maps illustrate what the customer proposition is, building out what we would like them to see, feel and do.

Big Pictures help to build consensus and understanding.

Here we weave together delivery plans and business change plans. By doing this we ensure that the two dovetail to give business units the capabilities they require to implement and embed changes.

Robust, aligned delivery and change plans help to safeguard a programme’s timeline and protect ‘business as usual’.

Our project and programme assurance services review, oversee and govern transformation, keeping delivery and change on track and constantly cross-referencing to strategic objectives to assure outcomes.

Coaching and mentoring are in our DNA. They form a key part of any work we do for our clients.

Learning and development are at their most powerful when they are experiential. For each transformation programme, we identify clear development opportunities for leaders, managers and wider operating teams. Then, when we start to shape the transformation programme, we build into it the means by which these opportunities can be fully realised.

At the end of an assignment we set ourselves the challenge of bowing out unnoticed. By this time we have passed on new skills, capabilities, methods and ways of working to your teams, leaving them operating with confidence and giving them the ability to lead and manage future change.