What does it look like when strategy and results come together?
The challenge facing operations leaders today is not strategic ambiguity. It is structural.
Most organisations are running a decision-making system designed for a world of relative stability, on top of a reality that has already moved on. Less than one in three transformations delivers its full expected value. Two in three strategic initiatives fail not because the strategy was wrong, but because execution moved too slowly. This is not a planning failure. It is a ways of working failure.
The traditional model defines the target, secures sign-off, handing over to the business, it assumes a level of stability that no longer exists. Treating strategy and execution as sequential phases means learning, adaptation and delivery cannot happen together. In today’s environment, that lag is the difference between leading and recovering.
Reducing ERP programme costs by 18% for a global food services group
One of the world's largest food services groups needed to transform a multimillion Euro ERP programme spanning seven regions and 30 countries into a strategic initiative rather than an IT project. The project involved worked directly with the Steering Committee to model over 15 scenarios, design a unified Core Model jointly owned by finance and supply chain leaders, and embed integrated change management at the heart of the programme. This resulted in an 18% reduction in overall programme costs, a single Core Model replacing 30 local systems and a scalable foundation for continued regional rollout.
Aligning decisions across 30 business units for a global technology group
A global technology group spanning defence, aviation, transportation and security needed to build coherence across approximately 30 business units, each operating differently. The approach involved designing a sales and operations planning capability grounded in how leadership makes decisions, with tailored models each unit could genuinely own and a maturity framework to track progress objectively. The outcome was an operating rhythm at group level connecting executive, management and operational teams, with progress made visible and sustainable without external support.
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