In essence: strategy is about identifying the critical factors in a situation and the leverage points that can multiply the effectiveness of an effort. “Kernel of strategy contains three elements: a diagnosis, a guiding policy and coherent action”  states Richard Rumelt.

“MBA style business plans, no matter how well conceived and thought out, are always flawed in some important way. Faithfully following that flawed plan will result in failure” note Google executives Eric Schmidt and Jonathan Rosenberg.

In recent years, thinking about strategy has changed significantly. Many leading edge organisations have begun to apply lean start up and design thinking approaches based on a build, measure, learn experimentation loop. aCatalyst has found that taking this more iterative approach to strategy, based on what ‘the customer’ really wants is effective in a broad range of companies and organisations.

It is not uncommon that strategy can be confused with an operational plan.

aCatalyst Consulting’s approach to strategy is to begin with the end in mind. Typically, we work hand in hand with managers — building up a feeling of trust and rapport — and coach them as they develop both the overall corporate plan for the organisation and the individual unit plans, stressing logical and analytical thinking, blended with a touch of creativity.

The role of the consultants is to act as knowledgeable “outsiders” who stimulate thought, leading to the creation of an insightful strategic direction and implementation plan that serves as a practical management tool that will guide managers in their work.

Typically, we divide our assignments, into two parts:

  • Diagnosis: acting alongside managers in analyzing the concerns the organisation faces.
  • Results achievement: working together in ensuring an operational and financial impact is achieved.

Our experience is that strategy must take into account all the dimensions of the organization, for instance, marketing, finance, operations, staffing, skills, systems and organisational culture.

In the final analysis, aCatalyst Consulting strategic management assignments should result in a strategy for the organisation that is:

  • Identifiable – both in words and practice.
  • Consistent with the marketplace in Kenya and further afield.
  • In alignment with the capital and human resources available.
  • A clear stimulus to effort and commitment.
Pic DJA for The Standard

If, the strategic management approach is working, it must be shown that there are early indications of responsiveness from clients, staff and in the broader marketplace.

To learn more about our work on strategy, contact:

David J. Abbott

Cell +254 733 772 281