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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

Event - Leading and Mobilising Strategy Programme


Delegates will learn how to improve the quality and sustainability of strategic change through better the leadership and mobilisation of strategy


The aim of the programme is to help delegates understand the ingredients of successful change and to provide the opportunity to practise their skills in a safe and supportive environment.

Research shows that the great majority of strategic change does not succeed. In fact, on average around 70% of strategic change, from mergers and acquisitions to internal change programmes fail. The cost associated with these failures is significant.

Our programme will help you improve your effectiveness as a leader of strategic change and to avoid the costs of failure.


Anyone with a role in leading, whether directly or indirectly, will benefit from the programme. Typically our delegates are managers and executives from both the public and private sector, with a change agenda and a desire to improve the mobilisation of strategy in their organisations.

Workshop Facilitators

Paul Oliver, a former BT director of strategy and development, will facilitate the workshop. He worked with BT for 18 years, having held a range of line management and staff positions.

Paul is a research associate with the Advanced Institute of Management Research, a member of international advisory committee for Learning, Organizing and Complexity as part of the International Conference on Complexity and Society and is also a non-executive director of a number of small businesses. He is an alumnus of the Strategic Leadership Programme at Templeton College, Oxford, has a degree in Business Studies from Middlesex University Business School and is a Fellow of the Chartered Institute of Management Accountants.


The principal role of a leader is to maintain the viability of the organisations they lead. This means remaining interdependent with the organisation’s stakeholders by both creating and realising value. The two issues that leaders must address in maintaining viability are the rate of adaptation, the degree to which the organisation remains aligned with the environment, and secondly, the latency of adaptation, the speed at which adaptation takes place.

The programme is designed so that delegates become familiar with 7 leadership behaviours that will increase the chances of successfully mobilising strategic change and maintaining viability. The 7 behaviours are as follows:

DEMIST AND DEMYSTIFY – Successful strategy relies on knowing the fundamental qualities and characteristics that set the organisation apart from its peers and rivals. Clarity over why an organisation exists is the basis upon which it competes for customers and resources.

THINK OUTSIDE-IN – At the heart of viability is the ability to adapt to changes in the environment. To do this, strategies must be developed from the perspective of stakeholders, incorporating potential alternative futures.

EVERYTHING IS CONNECTED – Plans that fit together coherently and congruently, allow successful and speedy implementation whilst eliminating value destroying costs of failure.

MAP THE SYSTEM – Any effective organisation is a system consisting of people working together with a shared purpose. This is achieved by being explicit and clear about how the relationships between people will work. Latency of adaptation and change is minimised by providing clarity of role and responsibility, through carefully selecting the right people for the job and carefully leading them through the team development cycle.

COMMUNICATE AND ENGAGE – Successful mobilisation of strategic change is reliant upon people changing their old behaviours to new ones. Having an engaging story to capture the hearts, minds and emotions of those we wish to mobilise helps people understand how they can contribute. Importantly it also creates a desire to become part of the story.

PERFORMANCE NOT PERCEPTIONS – An objective assessment of progress in the mobilisation of strategy is vital in order to refine and refresh strategy. Focussing on an objective assessment of progress using performance and results not perceptions and relationships is vital to both the short term performance and long term health of the organisation.

MOBILISATION – When a strategy is mobilised, individuals change their behaviour. The first person to do this has to be the leader of the change. Every leader needs a personal mobilisation plan and to adopt a leadership style appropriate to the situation. A leader has to be the change they wish to see.

Course Content

The programme is structured around the seven behaviours described above and is a combination of short lecture inputs, syndicate working, experiential learning and personal reflection.

Each delegate will use three key outputs to assist them in their learning:

The course lasts 2 days and it is recommended, but not compulsory, that delegates stay overnight to get the full benefit of networking with other delegates.

Programme Details

If you wish to enrol for the programme or want more details please email, complete the contact form or call 01895 834994.

The cost of the programme is £1,195 per delegate. The costs exclude VAT and costs of overnight accommodation in the college.

Client Feedback From Previous Conduco Programmes

“Very thought provoking session that included immediately actionable tools”

“Many, many thanks for an incredibly professional and helpful workshop”

“Powerful model, excellent, insightful”

“I am glad I came and I’ve decided to use the approach for refashioning my unit”

“Great for SMEs and small businesses…even more so for big organisations”





tel: 01895 834994

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

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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