Over the last few years, I've worked with different business management teams, helping them develop strategies for growth, set and manage technology direction and generally positioning them for the future. In most cases the businesses were at a critical inflection point - they necessarily had to break with the past and move to the next stage. Most engagements come about through referral.

At a high level, typical strategy engagement involve: i) Analysis to understand “business as usual” and the opportunities for improvement; ii) research & workshopping alternatives and choices of the organization; iii) Defining accountability and getting measurable action underway while increasing organizational engagement; iv) Getting and communicating a clear, understood and committed action plan and associated funding/financial schedules with stakeholders that has a high chance of success, and; v) Incorporating actions into the management processes and building control and reporting mechanisms.

Of course there really are no typical engagement! Having said that, all engagements do start with a senior sponsor, have agreed clear terms of reference and are based on a clear understanding of the challenges. In the end the organization, its culture, nature and personalities shape the process.