Conduco Consulting

"Conduco: To lead, draw together, to unite and combine."

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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

Our People - Paul Oliver

Paul is a highly experienced leader of strategic change. He has a track record of transforming underperforming businesses.

As a result of his experiences, Paul founded his own company, Conduco Consulting Ltd, which specialises in helping organisations in the private, public and voluntary sector, lead create and mobilise strategic change.

Paul has over nineteen years of experience in the volatile world of communications, holding the position of Director, Strategy and Development at BT.

Prior to this he held a number of posts including board member for Marketing and Strategy in BT's Government Business Unit, which was re-invented from a traditional telecommunications business into an ICT solutions business; it became BT's fastest growing business, doubling turnover in 3 years.

Paul was also Head of Group Strategy for BT during its global expansion.

Earlier Paul had established a track record of turning around two under performing units, taking first a customer service unit and then a network planning unit from bottom of the league to top.

Prior to working for BT, Paul worked for Nat West Bank, Ford Motor Company, Gateway Foodmarkets and Spong Holdings.

Paul is a research associate with the Advanced Institute of Management Research working on the Gnosis learning stream with Professor Elena Antancoplou at Liverpool University. He is an alumnus of the Strategic Leadership programme at Templeton College, Oxford, has a degree in Business Studies from Middlesex University Business School, is a Fellow of the Chartered Institute of Management Accountants and a member of the Institute of Directors.

All our people are experts in the Conduco MapMaker product, which is based around 7 tenets with a proven track record in transforming organisations.

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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