What We Do
We are offering a visual framework with relevant tools in a repeatble process that enables you to create a plan and make calculated decisions to achieve your goals.
The plan will be based on your definition of success, goals and metrics, and will use a simple process to track your outcomes, remove roadblocks, contextualise new realities, and adjust the plan whenever it is needed.
The visible, immersive, and connected framework is an easy to understand and agile tool that allows you to have all needed information in one place to make deliberate decisions - like in a control room.
Challenges We Address
- Gap between Strategy and Execution | Mission Control addresses the gap between strategy and execution by providing a framework will guide you to identifying the correct challenges to take on, and deal with appropriately.
- Gap between Business and IT | Information are only of value when the data is meaningful and can positivey influence decision-making. By having all necessary information at hand in one place, making decisions becomes more deliberate.
- Anti-agile, reactive vs. pro-active | We offer a tool that is agile - new information are placed, understood, decided, and acted upon.
What We Deliver
Goal Definition - Clear, realistic, measurable goals that will help you and your team to rally around it, and to work deliberately to make it happen.
Business Model management - What business model do you need to achieve your goals?
Transformation analysis - Identify value streams and key business capabilities (using business modelling), prioritisation (using business strategies) and analysis (evaluating comprehensive maturity of people, process, technology, information, and cost) of the value streams and capabilities in order to define transformational projects (integration and standardisation) and roadmaps.
Business Strategy Management - Develop a coherent set of strategies to achieve goals, develop capabilities, with the right business model.
Emerging Future Assessment - Evaluate your key capabilities in context of Political, Economic, Social, Technological, Legal, and Environmental trends. This allows leaders to take a deliberate view on what is changing, and what the threats, risks, and opportunities are.
Roadmaps and Projects - Define a roadmap from the Strategies, Business model, and capability analysis. This roadmap with its realising projects make up the comprehensive plan to achieve business goals, while the capability development goals are also addressed.
Why We Offer Mission Control
In our research about CEOs/OMs of SMEs this is what we found:
- Leaders like you, prefer to do their own thing - they trust their own knowledge, expertise, insights; they trust their banker, accountant, tax adviser more than consultants.
- Your expertise is typically in engineering, software, etc. and not necessarily in strategic planning.
- You want guidance, but the current options are not accessible, affordable, and adaptive.
- You are in the business to be successful, not to come up with the perfect plan.
- Management, strategy consultants (mostly too expensive, and you get a (fixed) plan
- Enterprise Performance Management (mostly cumbersome, and expensive)
- Slideware (too superficial and mostly as a channel to consultants), or
- Planning software options that focus narrowly on one, or a few aspects, or
- Book (great information, but impractical since the reader is expected to figure out how to implement).
We provide an approach that is practical, adaptable, repeatable, accessible, and that delivers fast.
What it is.
The innovative approach consists of three parts:
- a visual framework that you will continue to use, including a walkthrough to determine where it makes most sense to start,
- a set of step-through tasks building out the elements up to your active plan,
- a process to track your progress, the unfolding events, and adjustments to your plan.
This is not a static plan that goes on a shelf after a presentation. It is an active, living mission that you, your team, and partners are working on to realise.
Strategic planning and execution is not rocket science, it does take time, effort, and most of all commitment and discipline.
Based on world-best management practices.
The approach is based on my experiences at large organisations, as well as SMEs. It brings together best practices from leading businesses, and research, but without the theory - it is a profoundly hands-on approach. The theory is available on demand, but we are focusing on the doing, making it happen, and making it happen as quickly as possible.
I am deliberately bringing this to SMEs, because these practices are valuable to you as a leader. My approach democratises the strategic planning in ways that had not been done before, and I hate to think only the very rich organisations can afford this through top-ten consultancies.
We start with what you have from your existing systems, plans, etc. and fit it into the visual framework, guide you through the decisions of what to do next, and step you through.
We recommend a demand-driven, iterative approach using the tools when they are needed.
We step you through knowing what information you need, how to figure it out, complete with an easy-to-use set of workshops, down to the the workshop script.
(We want you to be independent, and will work to get you there, however, if you prefer a more hands-on approach, we will work it out.)
Signs that you may need help.
This list is not exhaustive, and it applies to organisations that are also not interested in planning. I am not here to convince you to plan if you prefer to wing it.
- Employee burnout. My employees are seeing higher instances of burnout, sick leave, reduced engagement, appear unhappy.
- Reactive environment. I am constantly fighting fires, dealing with the latest crisis. Our priorities seem to change from day to day, sometimes even within the day.
- Order-taker rather than trusted councillor. My customers are treating me like a commodity, when my real value is as trusted councillor. But I cannot afford not to be the order taker.
- Business brownout. My business is making money, but it has lost its shine, its meaning. Everyone shows up (mostly), and do their jobs. And cannot wait to go home.
- Goal-less projects. The projects we take appear to have no clear connection to a business outcome.
- Industry changes. Yes, things are changing in the industry, but we are still making money today, aren't we? Why would we change?
- Divergent objectives. My team is not working on the same direction. And come to think about it, I can't really say what the direction is.
- Misspent resources. It feels that we are spending resources on things, projects, activities which may or may not be relevant to our business. It is difficult to figure out if it is.
- Uncoordinated. The interdependencies, timing, and resources of the different work going on seems to be at odds, and sometimes even countering each other.
- Uninformed decisions. I know what agility means, but it seems that many of our decisions are made in the wrong context, or the most senior member in the meeting will decide, rather than there being a robust discussion of the situation, the facts, and then high quality decisions, Even if it acknowledges that we have a hypothesis that needs to be tested.
- Success. There is not a clear, common, inspiring definition of success. We feel more like a coöperative than a dynamic, and striving organisation intent on making the world a better place.
If you would like to know more about our services around Mission Control please contact: