Consulting Services – Strategy
Implemented Strategy is What Matters
While strategic plans are often just put into binders, strategies are put into action. It is not enough to have a good idea, or even an elegant strategic plan-if you want the strategy to move the organization forward, you must have engaged people acting in alignment with the strategic intent. In other words, people must make their day-to-day decisions with the strategy in mind.
Involve the Right People
Strategic thinking is not the sole property of an elite. Engage a broad range of the organization’s leaders in the development of the strategy-this will increase the clarity and relevance of the thinking behind the strategy and add fire to its implementation. When you are committed to implementing the strategy, the thinking must be first rate.
Developing and implementing strategy in an organization:
- People must be free to speak the truth in the strategy development process. Too often strategy is founded on hubris-firms are unable to develop a clear-eyed view of their competitive advantage and competitive weaknesses.
- The best information about the competitive environment is resident in your firm. If this is not true, then your firm has a serious strategic weakness. Use the people with this knowledge as part of the strategy development process.
- Most strategic plans are developed retrospectively- ‘building strategy by looking backward.’ Few strategies are truly revolutionary. Make sure you build on current strengths and make use of what is already working as you set the strategic direction.
- It is possible to build new competitive advantage. You must invest time, effort and/or money to build new competitive advantage-this is always a longer term approach, but it is the road to long term sustainability.
Fall Line Systems has helped many organizations in the development and implementation of their strategy, including:
- Emera Inc. Strategy for building a unique east coast Canada energy business, combining new assets in gas infrastructure with electrical generation and distribution assets.
- TransCanada Midstream (TCM). Strategy for taking advantage of the size of the newly formed TCM business. After the merger of NCL and ANG, TCM was the largest 3rd party gas processor in Canada and the 3rd largest liquids business in North America.
- Minerva Technology. Strategy for one of Calgary’s leading systems development and outsourcing companies.
- United Way of Calgary. Strategy for operating in their vastly changed environment, where competition for volunteer time and dollars had increased many fold.
The following projects in our portfolio describe our work with Strategy:
- Business Development Strategy
[Pembina Pipeline - 2007 - 08]
- High Involvement Strategy Building
[North American Oil Sands Corp - 2005-07]
- New Business Start Up
[East Coast Energy Company - Gas/Electricity Energy Company - 2001-2003]
- Strategy Advisor Group
[East Coast Energy - Power and Gas Energy Company - 2000-2003]
- Deal Debriefing
[Emera Energy - 2001]
- Post-Acquisition Integration
[Xwave - IT Services Company - 1999]
- Post Merger Integration
[TransCanada Midstream - Midstream Gas Company - 1998-99]
- Planning Process
[Novagas Canada - Midstream Gas Company - 1997-98]
- Deal Team / Leader Coaching
[Novagas Canada - 1996]
- Team-Based Organization
[Encor Inc. - Oil and Gas Production Company - 1991-92]
- Landman School
[Dome Petroleum Ltd. - Oil and Gas Production Company - 1981]