Strategy Consultant

Knowing “Why” and “What” before embracing “How” eliminates wasteful time and effort.

GHS Strategy

“Strategies represent an organization’s blueprint to enable the right kind of build”

Strategic Planning Model

ghs-strategic-model

What might the inside of a Learning Strategy look like?

Proven Approach & Methodology it works because we provide the following:

Capturing and understanding the key influences

  • External Environment and Challenges
  • Key Driving Forces
  • Vision and Core Ideology
  • Best Practice and Comparative Research

Casting the desired future state

  • Articulation of the Operating Culture
  • Core Branding and Communication Frameworks
  • Governance Framework
  • Essential Capability
    • Fiance
    • People
    • Infrastructure

Conducting a gap analysis through a future state paradigm

  • What will it take to get to the future state
  • Identify specific recommendations to close each gap
  • Propose the timing for each recommendation
  • Identify actions to preserve current state items required for the future

Ensuring arrival at the desired state and journey progress management

  • Articulation of Measurement Guiding Principles
  • Prioritized Recommendations
  • Strategy Map
  • A Quick Reference Critical Measurement Dashboard

Driven by the current Business Environment; Current State of the business; Core Ideology which includes Vision; and Best Practice Research a thoughtful Strategy Development process is initiated which includes: required infrastructure and any or all elements indicated below.

Includes standardization of Decision-Making Framework and Practices aligned with the Desired Culture to be deployed, Accountability and Results Measurement Dashboard creation.

A communication plan is an imperative. We will either work with an Internal Specialist or provide one to identify and deploy stakeholder specific messaging and support BRANDING considerations.

This may include; How to create new or sustain existing operating practices such Improving Customer Service; Increasing Creativity; and Improving Attendance.

This may include: Conversations with Action; Development of Succession Planning; Culture Shaping Techniques and Tools, etc.

This may include: Explicit vs Implicit Leadership approaches; Situational Leadership Model; and Kouzes Posner Leadership Challenge.

How we involve key stakeholders in Strategy Development pays huge dividends in the deployment with engaged Business Advocates that will be instrumental in successful execution.

What's included in a (people) Strategy?

This can be a comprehensive exercise that can take nine to fifteen months to complete with the client’s active participation. It is focused on  aligning people processes and practices with the organization’s Strategic Business Plan, while maximizing effort around high impact practices. For “most nonprofit” organizations and smaller businesses, a mini strategy may be more appropriate which embraces the critical components and typically takes three to six months.

The content includes business environment assumptions, strategic business priorities and imperatives, vision, best practice research on high impact people practices (i.e., Rewards, Performance Management, Learning, etc.), required capability (including principles, people, financial, technology, governance and organization design), gap analysis, recommendations, and a measurement dashboard.

What people are Saying?

Greg worked with the Executive Steering Group of the newly-formed Local Employment Planning Council to establish governance and set the strategic direction of the $1.2M community initiative, guiding the group to a successful pilot extension and additional $1M in funding.
Ingrid Argyle
Managing Director, OTTAWA EMPLOYMENT HUB
Greg worked with my group on the development of our Strategic Plan. He helped us work through a new model (at least to me) of strategy development with enthusiasm, insight and patience. Greg's deep knowledge and relevant experience were of great value in leading us through the process and overcoming potential obstacles. I would recommend Greg to anyone seeking to develop a Strategic Plan.
Mark Hoddenbagh
Executive Director, Applied Research and Innovation Algonquin College