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Leading and Mobilising Strategy

Delivering Operational & Financial Productivity

Communicating Strategy

Measuring & Managing Performance

Building Effective Leadership Teams

Strategic Planning Made Easy

David Hart, of Learning and Skills Council, (London North), came to a two day open programme at Templeton College.

The LSC exists to make England better skilled and more competitive. They have a single goal: to improve the skills of England's young people and adults to make sure we have a workforce that is of world-class standards.

The LSCs are responsible for planning and funding high-quality vocational education and training for everyone. Our vision is that by 2010, young people and adults in England have the knowledge and skills matching the best in the world and are part of a truly competitive workforce.

David says this of his experience:

“Since participating at a 2 day event in 2004 at Templeton College, Oxford on the Map maker model and its benefits in strategic planning, I have utilised parts of the model for developing the Quality Improvement department at LSC London North in respect to team building, strategic direction and viability with the external environment.

The actual event was excellent in content and the training methods which underpinned the professionalism of Conduco and its associates.

I worked in conjunction with Paul Oliver and Barry Cook on further developing and adapting the model for the public sector and introduced it to the senior management team for potential use in Strategic Area Reviews and future planning for education and skills provision development in North London.

Conduco has assisted me in unravelling the complexity of strategic planning in the public sector and for enhancing and consolidating my own knowledge and skills as a strategist in the sector.

I utilised the model to prepare and facilitate a very effective teambuilding event bringing a new and unique formula for engaging staff in the organisation and it was positively received, even by the most discerning and critical members of staff in the department!

I am currently working with the Head of Quality Improvement on the participation map for the next awayday with all staff to position the department and objectives with the new business cycle.

I draw on the model in my quality monitoring with FE Colleges and work based learning providers to assist them in their own strategic planning processes and mobilisation of plans.

Paul and Barry have proved to be insightful, supportive and open to new ideas for building on the model and I continue to work with them on specific projects which currently includes a pioneering personal development model for self development and change management at an individual level.

Conduco has established itself as a consultancy of innovation and support and consultants are keen to maintain relationships with clients and be of help wherever possible - and from my experience at no additional cost!"

David Hart
Equality Manager
LSC London North

"I have found Conduco's approach to be a valuable way of capturing my team's creativity and innovation. It has resulted already in more productive working arrangements and better relationships within the team and with our main partners.

We know who we are, where we're going and what we have to do to get there. I would recommend this approach to every manager, whether in the public, voluntary or private sector."

Peter O'Brien
Head of Quality Improvement
LSC London North

email: info@conduco-consulting.com
tel: 01895 834994

Conduco Consulting | Conduco House
64 Middle Road Higher Denham
Buckinghamshire | UB9 5EQ | UK

Mobilisation
The most important role of a leader is to mobilise resources, especially people, in pursuit of the organisations's strategic objectives.

The successful leader needs a style that fits with the organisation and its situation

Demist & Demystify
Just like trying to drive a car with iced up windows, if you can't see where you are going you are unlikely to get to your destination safely.

Likewise in organisations where there isn't a clear ethos, purpose and direction people feel confused and disoriented. This makes them disinclined to engage with a change initiative.

Think Outside-in
An organisation only exists as long as it is interdependent with its customer, shareholders, suppliers, employees and society at large. The moment it becomes dependent or independent of them it loses competitive advantage and begins to die.

To remain viable we must constantly scan and adapt to changes in our environment.

Everything is Connected
Having a clear view of what needs to be done, how it needs to be done, when and by whom is necessary but not sufficient. The people we lead have a right to expect the highest standards of planning.

A good plan is a set of interdependent and mutually supportive actions, aligned to an overall objective and strategy.

Map the System
Every organisation is a system made up of relationships between people. The role assigned to a person and their unencumbered freedom to act is the greatest clarification of relationship in the organisation. It spells out the nature and benefits of interdependencies.

Being clear and planning the roles and who takes responsibility for parts of the plan is mission critical.

Communicate & Engage
To mobilise a strategy everybody must not only know what is going on, but feel committed and a part of it.

This requires an approach that uses trusted relationships and gets the message to people in a way that fosters belief and credibility, whilst appealing at an emotional level.

Performance not Perception
In order to know if our strategy is effective we have to know if it is really working as expected. That means dealing on relevent facts. These should include lead as well as lag measures, non financial as well as financial measures.

Our performance cannot be judged on perceptions or relationships but only on performance and results.

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