David Seacombe

True North

True North

All change is about people. Success means bringing together and leading many more strands of engagement than is often appreciated. You need clarity on where and how to start, the talent needed and the cognitive capacity to balance the dependencies of transformation. Then you can see your True North.

Change is hard

Change is hard

Changing how your company operates is hard, but can be done. You must create a whole-company focus to empower your people to be self-directed, to major on the cross-functional business processes necessary to create ongoing customer value, and to innovate to stay relevant as the market changes.

Choosing a Vendor

Choosing a Vendor

Implementing strategy often requires introducing new ways of working. This new capability may be grown organically or acquired from an external source. The evaluation and selection of a vendor/partner is a big deal. We take you through a typical process, from setting strategy to investment approval.

Financial Modelling

Financial Modelling

Financial modelling is essential to inform decision making, and to test scenarios in strategic planning. Right now we need to take action to address current concerns, identifying the financial and operational levers that can be pulled to conserve and generate cash and increase access to funding.

Streamlining Operations

Streamlining Operations

You'll want to be sure that every activity undertaken by your workforce is contributing to delivering value to the end-customer. Over time, systems and processes evolve, as does the market. You'll need to review current operations, strip out any superfluous tasks, and pivot to new ways of working.

Cutting Costs

Cutting Costs

In normal times, regular reviews of spend and committed cost is a straightforward and necessary activity. Right now, cutting costs has become an imperative to, in many cases, save the company. We talk through an approach to stop, reduce and reallocate.

Why does my business exist?

Why does my business exist?

Irrespective of market sector, delivering value to customers must be the prime purpose of any company, yet many companies struggle to differentiate or communicate their true value to the outside world.

What is the value my business sells?

What is the value my business sells?

The results of your efforts to create value are measured in the customers’ perception of that value. But customer value is all about subjective perceptions, which can only be influenced, not controlled.

How do I know that my organisation is creating customer value?

How do I know that my organisation is creating customer value?

All organisational activity should be about generating value for our customers. But few people are able to define ‘value’ as something that’s actually meaningful in the context of an initiative or a customer.