Most organisations have written a business strategy that provides guidance for the business direction and operational decisions. Often these business plans have some weaknesses that only become apparent after major shocks like the GFC; some basing actions on opinions rather than a rigorous fact base, assuming the future will be like the past and not considering other scenarios, and focusing on current operational problems not long term opportunities.

Ambition is a condition for business success. Concepts such as 'Stretch' and 'Blue Ocean' push the thinking 'outside the box'. But, how often do these visionary ideas remain visionary? And what unintended risks do they invite? For example companies that trail their ambitious vision set themselves up for a spiral of increasingly risky bets.

Our client, a prominent Australian Fertiliser Company, had been suffering poor financial performance for several years. The company was co-owned by major customers and there was a lack of clear agreement about the path forward.

Our client has a number of mining and resource operations in Australia as well as in North America and Europe. As a newly listed company, they wanted assistance developing and reviewing their company strategy. 

They divided this strategy into a number of “building blocks”.  Specifically we were asked to develop a number of reports detailing: Industry Overview / Peer Dynamics, Environmental Strategy, Exploration Strategy, and Environmental Liabilities

A State-owned corporation, providing waste disposal and recycling services in the greater Sydney  area, required a strategy review to maximise the value of its landfill operations.

The impact of the strategy review resulted in reduced operational costs, reviewed pricing, improved demand / supply forecasting, building a new landfill and analysis to support liaisons with Council on flexibility on a landfill site.

We utilise a unique, facilitated process to generate a high level of engagement with senior management around complex issues, resulting in accelerated and improved corporate decision making. This high level of engagement with the key stakeholders is fundamental to improving the level of "buy-in" and speeding up decision making. Supporting tools include industry modelling and simulation tools to highlight potential strategic options and potential competitive repercussions.

Assessment and refinement of the current business portfolio based on current and likely future attractiveness of the markets and whether the client is well placed to capture a strong competitive position versus others.