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+27 72 203 6837


Sandton, Johannesburg,
Gauteng, South Africa


Working Hours

Monday – Friday: 8am – 6pm
Saturday: 10am – 2pm
Sun: Closed


Frequently Asked Questions

What does not fit?

Can you explain why certain parts of the business seem to work better than others Why is the sum not greater than the parts? If you can’t explain how the sum is greater than the parts, re-assess its components. Base this on measurement. Too many times we make assumptions without facts to support them.

Is my organisation consistent with my strategy?

The underlying organizational structure might not be wholly suited for the job.
Ask yourself whether the way your company is set up is ideal for its strategic intent. What would your organisationlook like if you could design it from scratch? Are the company rules and processes still relevant. How relevant is your company in the eyes of your customers – in the eyes of your staff.

What might be the long-term consequences?

Often we judge things by their short-term results, and if they look good, persist in our course of action. However, for many strategic actions, the long-term effects may be different because it deprives an organisation of valuable learning opportunities which in the long run leads to a lower relative success rate and could in actual fact destroy not create value.

Are there early indicators in place to signal if something isn’t working or hitting the desired targets?

Strategy, by definition, is about making complex decisions under uncertainty, with substantive, long-term consequences. Leadership is not just about accepting the current way we do things. It is also checking the facts, reviewing assumptions, and continually reinventing yourself and the business

How does communication flow through the organisation?

Encouraging the development of an entrepreneurial spirit and entrenching strategic implementation as a core competency helps to integrate different business disciplines across the entire organization. It also functions within the organisation, providing an easy to understand, practical but effective approach to focusing the business, Suddenly teams see new opportunities they’d never considered before

What would an outsider do?

Firms often suffer from legacy products, projects, or beliefs. Things they do or deliberately have not done. A good question to ask yourself is “what would other, external people do, if they found themselves in charge of this company?”

Do I understand why we do it this way?

Why do you do it this way? You’d be surprised how often we get the answer “that’s how we have always done it” and “everybody in our industry does it this way.”
If you can’t explain why your own company does it this way - how convinced are you that it could not be done better? Many companies have processes and practices that were started for perfectly good reasons but then companies just continued doing it that way, even when circumstances changed.

What holds people back at your organisation?

Many managers think that strategy implementation is about cascading management decisions through the system and that results will “magically’ be there but most experienced senior leaders know that that’s not how things work at all - that things aren’t quite so simple.
An organisation is a set of social relationships and the way people relate to each other is about more than job titles and official hierarchies, and for any transformation and or innovation there could be ingrained, resistant aspects of culture that need to be addressed.

How does your organisation respond to transformation and innovation?

Successful companies gather reliable information, then use the insights to make the correct assumptions and it to build something better. Encouraging transparency about failures as well as successes makes it easier to see where attention needs to be applied and is vital to create a learning environment

Where are the opportunities for transformation and innovation

Targeting specific areas in your transformation plan enables quick successes early on, enabling crucial momentum. Opportunities can be big or small and actively looking for them makes you more effective as an agent of change. It’s about doing things differently. It’s about developing your organisations ability to embrace strategy execution as a core competence