Services

Fractional Chief Strategy Officer

Some organizations want to introduce and develop strategy capabilities but are not ready (and don’t need) to commit to a full-time, in-house, senior executive role. As a fractional Chief Strategy Officer (fCSO), I can quickly deliver on short-term requirements while also working to develop a longer-term roadmap for the strategy function, whether that includes a full-time CSO role, or strategy capabilities will be integrated into the executive team or other functional departments.

These fSCO engagements can range broadly in terms of time commitment and overall duration, based on organizational requirements and progress.

Strategy Development and Refinement

Some strategies are created anew. Some are assembled and synthesized from multiple perspectives. Some just need a “refresh” given important new developments. In the end, Strategy is a company- and situation-specific concept.

I work collaboratively with leadership teams to clarify their strategic needs and lead a workshop-based engagement, using appropriate and proven strategy frameworks, to co-create a clear, comprehensive, and timely Strategy that can drive downstream planning and resource allocation decisions. I also aid in making expressions of strategy ubiquitous throughout the organization.

Strategic Narrative Writing/Expression

The many elements of Strategy (e.g. category/market assessment, differentiation, partner ecosystem, and several more) need to be pulled into a singular expression that can clarify, persuade, and inspire stakeholders ranging from investors, board members, customers, prospects, partners, and employees. I work with leadership teams to develop an effective balance between the qualitative and quantitative requirements of Strategy, producing a comprehensive but efficient narrative that can serve as a platform for leadership and drive execution.

Strategy Deployment and Execution

The declaration of Strategy implies a multitude of choices, actions, and allocations for the company that are usually not included in detail in the Strategy itself. Yet until these are made explicit, the Strategy will not be helpful beyond the executive level. I work with leadership teams and managers to develop roadmaps and cascading plans that create clarity and momentum in the broader organization.

Strategy as a Leadership Practice

Strategy is a persistent responsibility of leadership. It doesn’t go away once THE STRATEGY is finalized (and frequently placed in a binder on a shelf to gather dust). I think of Strategy as an intentional practice, and work with leadership teams to develop plans, roles, and responsibilities for how they will “do strategy” on an ongoing basis. The goal is to develop an appropriate balance for the team and team members between the long-term success of the company and the time-sensitive demands of day-to-day operations, as well as a developmental experience over time for the team.

Strategy Capability Roadmap and Maturity Model

Intentionally developing the company’s capability to develop, communicate, and execute strategy can be an evolutionary process as the organization matures. Once again, this is an executive team-focused exercise, empowering the team to speak and execute with a singular Voice of Leadership. Once developed, the Strategy Capability Roadmap establishes a multi-year plan to develop and enhance executive leadership effectiveness.