1. Developing a strategy for a changing market.
After a long period of healthy growth, the UK arm of a global
recruitment group underwent 4 years of zero growth and rising
costs. They were over-dependent on a very small number of large
clients from which it was becoming increasingly difficult to
generate reasonable returns. There was little innovation in
the company and new initiatives were rarely followed through
beyond discussion stage. We were asked by the Chief Executive
to work with his new Board to develop a vision for the future
and a strategy to achieve it.
2. Acquisition integration
An international IT company supplying desktops and laptops
both direct to businesses and through retail outlets, had acquired
a high-end server provider. The staff of the two companies did
not get on well together and there was a bad atmosphere around
the office. Even worse, customers had begun to complain that
they were receiving mixed messages about what the company was
seeking to do. The new, enthusiastic Chief Executive had a very
clear strategy but this had not been well communicated to his
team and was not accepted by some of them. We were asked to
find out what the problems were and suggest ways of resolving
them.
3. Understanding the Market and the Customer
After year on year growth in sales and profit the business
of the UK arm of an international business services group had
plateaued. Margins were shrinking and new business was drying
up. The global group was about to conduct a strategy exercise
which would be led from Europe in respect of the UK. The UK
Managing Director was nervous about his team's ability to contribute
effectively to that strategy exercise and the likely outcomes.
4. Facing uncertain times
An international charity with turnover of over £450 million
had undertaken a strategy exercise quite recently and was satisfied
that the principles of the strategy remained sound. However,
the changing geopolitical climate made them feel that some reassessment
was required.
