Consulting Services


Strategic Capability Development


I have found over the years of assisting clients in developing strategy that often the real constraint on their ability to deliver heir strategies is a lack of their development of long run capability.

This has led to the development and refinement of a practical approach to capability development.

Approach and Methodology

Phase 1 Plan the Plan

  • Meet with project sponsor to refine overall project objectives.

  • Understand documentation, frameworks etc.

  • Establish a detailed timetable and task list with the project support team including project review meetings, governance process and reporting format. Develop and agree a detailed communications plan.

Phase 2 Collect and Validate the Data

  • Deskwork to analyse frameworks and business plans.

  • Interviews and workshops with each business unit leader and selected staff

  • Confirm the validity/reality of documented plans to provide an evaluation Strategic Directions

  • Conduct gap analysis to determine whether business plans are appropriately aligned with priorities

  • Produce a summary of key priorities for each business unit.

Phase 3 Agree “The Priorities”

Based on the output of Phase 2 present the findings to Senior Executives and sign off the findings. Communicate the results to appropriate audiences.

Phase 4 Capacity Review

Based on the output of the phases 2 & 3 analyse and assesses the organisation’s capacity to deliver against these priorities and produce a question set for further interviews/workshops.

The capability to consider:

  • People and skills

  • Systems

  • Culture

  • Management Processes

The work will bring together the gap analysis and plan alignment work from previous phases and assesses the capacity to deliver against “The Priorities”. It will also include consideration of any staff climate surveys.

Present the findings to Senior Executives & sign off the findings. Communicate the results to appropriate audiences.

Phase 5 The Way Forward

Include recommendations regarding:

  • The role, priorities and direction of the organisation

  • Possible structural changes including options

  • Cultural considerations including training and development needs and “the way we work around here”.

  • The identification of projects and initiatives to support the recommended changes.

  • Broad implementation plans for any such initiatives, especially the first 90 days.

  • Communicating the results.


Copyright Wright Management Consultants 2006


Facilitating Strategic Change

The development and implementation of a fundamental cultural change encompasses more than changes in behaviour. It is about how the organisation thinks – it’s policy and strategy processes; how it feels – the values and behaviours “how things are done around here” and how it acts – the products and services and even the design of facilities.

To complete the delivery of such change will take time – indeed the task may never be completed! However it is possible to substantially shift the culture quite rapidly with a carefully designed set of interventions. It may well be that the restructuring can be used as a “Trojan Horse” for introducing cultural changes.

Phase One: the Change Plan

The “Why, What, How and When”

The Why is about the fundamental purpose of the organisation – “what business we are in”. It is often assisted by the intensive involvement of key people in creative workshops to both develop the Why and ensure the commitment of leaders big ideas.

The change plan will need to identify the next layer of detail regarding the “What”:

  • The behaviours – future state, current state and gaps

  • The management processes

  • The Policy development approach

  • The Management system

  • The early wins

  • etc

Then the “How”

The overall approach to change “unfreeze – change – refreeze”
How rapid?
Who will lead- who will follow?
Which levers first – behaviour, systems, structure, processes?
Communication strategy etc.

The “When”

Detailed project plans for each aspect of the change process with timelines, milestones and accountabilities including the role of the steering group(s)

The roles of the facilitator

1)  Analysis

  • Analyse and understand of the review and surrounding documentation.

  • Provision of methodology for change

  • Interviews with key players

  • Design workshops

  • Strategy workshops with teams to develop draft plan(s)

  • Workshops & discussions to test the draft

  • Partners and decision-makers workshop to sign off draft phase 1)

2) Implementation Projects

This is the substantial work of the Project and would normally take of the order of six months. The projects would have been defined in phase one.


  • Participate (chair?) the steering committee

  • The “sheep dog”; maintaining the energy and momentum particularly with senior managers.

  • Facilitation work in the projects themselves – particularly around staff buy in to the process and support of the managers as they develop new ways of working together.

It would be reasonable to expect a number of cross functional projects to break up organisational silos – these need sophisticated facilitation.

3) Follow up – locking in the changes

Includes measurement and assessment of the projects and the transition from “Change” to “Business as Usual”. Normally takes up to 12 months.


Copyright Wright Management Consultants 2006