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home / how we can help you / developing vision and strategy
Importance of Vision
People give more when they have a clear understanding of what the organisation is trying to achieve and how their work contributes to this end. Organisations that define a clear end game that excites and inspires people have a competitive advantage edge on those that don't. A competitive edge in gaining and retaining talent and having this talent fully engaged and committed to what the organisation is trying to achieve.
Catapult works with organisations to create visions for their future that not only guide decision making and strategy but that excite and inspire those who work in the organisation.
Clients
We have undertaken vision work for many organisations including:
- NZ Post, Agency Services
- Ministry for the Environment
- Environmental and Risk Management Authority
- Pynenburg and Collins Architects
- Ascendo, IT Infrastructure & Telecommunications Consultants
- Haines Recruitment Advertising
- Ministry of Economic Development
Strategy Development
Effective strategy is 10% thinking and 90% doing. However, many organisations reverse the equation. Countless hours of senior management time is spent developing complicated and paper rich strategic plans that never see the light of day. Developing the strategic plan is not the outcome. Complicated strategic plans that sit on bookshelves are testament only to a lack of rigour and to an expensive management retreat.
The problem is endemic. Recent international research that shows 66% of organisational strategy is never executed, while flawed execution is reported as the root cause of 70% of strategy failures (New Zealand Institute of Directors May 2006).
Catapult's Approach to Strategy
The principle that guides Catapult's strategic planning work is that strategy is implemented by people and that strategy must guide the actions and inform people's decision making on a day-to-day basis. This requires that the strategy be sharply defined and communicated. If the strategy cannot be understood by those who are going to implement it, then it won't work.
We apply a customer led approach to strategy development. We define strategy as how an organisation delivers value to customers in a way which secures it sustained competitive advantage. Having worked with clients to identify what's important to customers currently and in the future we then create strategy maps. Strategy maps are a powerful planning tool because they visually identify opportunities and issues for how the organisation can differentiate itself and deliver value to customers.
With the strategy identified we then work with clients to articulate the strategy in what we call a snappy strategic statement. A snappy strategic statement communicates the essence of the strategy in a clear and compellingly way so that it can be understood from the front desk to the boardroom table.
Clients
We have undertaken strategy facilitation and development for a wide range of clients, big and small, private and public sector including:
- Kiwibank
- NZ Post, Agency Services
- Pynenburg and Collins Architects
- Tasman Bay Herbs
- Inglis Brothers (apple and kiwifruit orchard)
- Ascendo, IT Infrastructure & Telecommunications Consultants
- Ministry of Education
- Department of Labour
- String Ltd
"The strategy captured in our snappy strategic statement, Quality Moving on Time, has taken on a life of its own. Staff have started to use it in their everyday activities from things such as better customer response times, ensuring the correct products are suggested and sold for our customers needs, and also making sure the products we make and supply are correct for our customers needs. It's amazing how such a simple thing can make such a difference."
Chris Morland, Sales Manager, TRS Tyre and Wheel Ltd
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