What I do
Everything on this page works on the same gap: the distance between a strategy that has been approved and what teams actually do on Monday. Most engagements start with the first one below.
Strategic portfolio management · value-driven prioritisation · value realisation · operationalising strategy
Governance, prioritisation, portfolio and results framework, set up so that what was approved actually reaches the people who have to deliver it. This is the work between an approved strategy and what teams actually do on Monday.
Approval is not adoption.
The Delivery Readiness Review, and two cases it produced
Music: “Cheery Monday” by Kevin MacLeod (incompetech.com) · CC BY 4.0
Where to start
I stage the work rather than selling one package at three sizes, because organisations arrive here from different starting points and the right first step depends on what you already have in place. Each step below stands on its own, so nothing commits you to the one after it.
A strategy has been approved and the open question is whether the organisation can deliver it. Working back from the outcomes the strategy promised to the people it serves, I trace five mechanisms and report which of them support delivery, which constrain it, and in what order the constraints have to be lifted.
Instrument · The Monday-Morning Test
You get a short report naming what will stall delivery, and the first move on each. See the method and two case studies · Download the product sheet
Where the review finds that the strategy cannot command the work, this rebuilds the connection between them: decision rights that say who decides what, prioritisation criteria that name what stops rather than only what starts, and a portfolio view of the whole.
The plans come first: priorities carried down into unit plans and individual objectives, so that what was approved reaches the appraisal system that tells staff what they are rewarded for.
A framework built to report to funders will rarely tell management anything it can act on. This turns it into one that does, by giving every indicator the threshold that forces action and the person who acts once it is crossed.
More ways I help
Digital transformation strategy · responsible AI adoption
Responsible digital and AI that earns its place: governance first, starting with data, so the tools make work easier.
Music: “Deliberate Thought” by Kevin MacLeod (incompetech.com) · CC BY 4.0
Executive and board advisory · governance design
A trusted outside head for leaders facing reform or ambiguity: naming the real problem and co-creating the answer.
Operational and annual planning · objective cascade · results frameworks
Plans that carry what was agreed into individual objectives, and indicators with a threshold and a named owner.
Step 03 of the path above, and available on its own, sized to a single programme as readily as a whole organisation.
How I work
The people doing the work usually know what is blocking it: I ask, then resolve the systemic constraint behind the answer.
A plan or tool that is not used does not count, so uptake is measured and followed through after every rollout.
Indicators and dashboards are built into everything I run, so results reach boards and funders as data rather than anecdotes.
Training runs alongside delivery rather than apart from it, with coaching that moves people into bigger roles.
Twenty years leading teams across headquarters, regional and country operations in 20+ countries, in Portuguese, English and Spanish.