Strategy and Service
Design

Developing Clarity

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Strategy is devising the formula that will help you achieve your business objectives. Service Design is creating a new operating model that makes executing your strategy possible. At DC, we help clients develop both strategy and service designs using our own proven framework that combines intelligence, creativity and intuition, and delivers maximum impact.

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Our teams recognise strategy as something real and tangible that should be easily understood by everyone involved. It’s what makes working with us so straightforward. We never get too conceptual or lose our heads in the clouds. At DC we work closely alongside you to solve your issues in the most efficient way possible. We’ll understand your circumstances, consider your constraints and get to the bottom of what you want to achieve. And then we’ll steer the ship together, setting sail on a clear course to a better future.

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The problem

Changing external conditions mean the future is complex, unclear and moving out of your control. Methods you’ve used in the past to compensate for this are no longer effective. You don’t know what to do.

You need to improve organisational performance to achieve better results and drive more positive outcomes. However you don’t know how to go about it.

Your organisation is not delivering adequate results, but because you lack visibility of internal performance, you don’t know what the issues are or why the organisation is failing.

Your business is being outperformed by the competition, but you cannot see how to change to remain relevant and regain market share.

You’re aware of untapped growth potential or new market opportunities but don’t know what action to take to capitalise on them.

There’s no ‘golden thread’ running through your organisation. Teams and individuals operate in silos rather than working towards a common business goal.

The vision

Stage 1

Scoping

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Stakeholder analysis

Stakeholder analysis

Identify and research key stakeholders, customers and competitors to client organisation

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Porter’s five forces

Porter’s five forces

Analyse the external business environment and evaluates supplier bargaining power, the threat of the new entrants, buyer bargaining power and alternative products/services that are similar or can undercut

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Hypothesis generation

Hypothesis generation

Identify the key drivers that could be leveraged. Informs design work

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PESTLE analysis

PESTLE analysis

Evaluation of the political, economical, socio-cultural, technical, legal and environmental landscape surrounding client organisation

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Resource audit

Resource audit

Audit of the financial, physical, human, reputation and know-how for the commercial unit.

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Value chain analysis

Value chain analysis

Provides a full view of the organisation. Maintains alignment between different units when developing the strategy.

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SWOT analysis

SWOT analysis

Determine the strengths, weaknesses, opportunities and threats available to the client organisation based on internal capabilities and external challenges

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Value proposition analysis

Value proposition analysis

Assess customer perspectives of potential products and services provided by the client organisation

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Ansoff matrix

Ansoff matrix

Framework for evaluating which market organisations should penetrate next based on their current position and then developing the go to market strategy.

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Benchmarking

Benchmarking

Obtaining internal and external benchmarking data that can be used to inform new CSFs and KPIs

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Balanced scorecard

Balanced scorecard

Helps the client organisation develop a set of CSFs and KPIs. Financial, customer, internal processes and growth are informed by strategy.

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Business plan

Business plan

Establish an outline of the key principles that form the business plan

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Does your strategy or approach adequately address the risks you face? Take our Change Assessment Test.

Find out
Stage 1

Diagnostic & options

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Strategy & Objectives

Strategy & Objectives

Confirmation of corporate objectives and drivers for change. Capture target KPI’s/metrics (Financial, Customer, Process, Learning and Growth, Business unit). Identification and agreement on critical success factors (CSFs) and measures of success.

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Current Operating Model (COM) Analysis

Current Operating Model (COM) Analysis

Capture functional, OD and technological make up of the business through views; Obtain the current performance baseline/agenda. Determine and validate the current operating model cost baseline. Understand organisational structure (roles, culture). Headcount capture by function; Review current change portfolio and impact (current and planned)COM evolution.

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Establish Design Principles

Establish Design Principles

Confirm engagement objective (cost reduction, revenue growth). Gap definition and prioritisation; Agree design principles for all components of the operation (people, process, technology,). Use external benchmarks, best practise to inform design. Map design principles to “desired behaviours” & KSFs and determine key client constraints. Achieve internal consensus/leadership sign-off.

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Target Operating Model Options & Implications

Target Operating Model Options & Implications

Exec scenario planning (top-down analysis) to determine high-level change hypotheses. Develop executive high-level vision or plan (Exec schematic) to show the broad approach selected at the CXO level. Review all functional areas for opportunities (process, people, technology). Initiate design issues log. Opportunities identified, implications reviewed and initial hypothesise and options taken forward to next stage.

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Detailed Operating Model Design

Detailed Operating Model Design

Deep dive opportunity review and confirmation and cost/benefit analysis; Draft new design created and opportunity confirmation and selection. Implications review and business case - Financial impact assessment. Change propensity to test appetite and likelihood of change. Based on confirmed opportunity selection initiate detailed architecture redesign and mapping. Optional employment of Lean Six Sigma, QFD/Voice of the Customer,

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Identify Implementation Requirements

Identify Implementation Requirements

Gap analysis between TOM and COM to identify key tasks and activities; Agree best implementation approach (e.g. phased or big bang) and identify requirements accordingly. Review current project portfolio and realign. Plan of detailed, tangible steps to transition the organisation between current and future models. Impact assessment of other parts of the organisation.

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Establish implementation roadmap

Establish implementation roadmap

Translate all implementation requirements into associated initiatives/activities on the roadmap –Carry out ‘do-ability’ assessment. Understand associated timelines and resource requirements for all initiatives/activities. Review and understand all dependencies. Establish the design authority.

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Detailed business case

Detailed business case

Analyse implementation highlights and identify associated cost and benefits; Financial assessment. Business case formulation and benefits tracking to provide tangible and measurable advantages associated with implementation.

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Many operating models have just evolved into being. Is yours robust enough to succeed? Take our Change Assessment Test.

Find out

The value

The value

Tactics with foresight

We apply our experience to develop strategies that are tangible, focused and robust, but also flexible enough to respond to changing circumstances.

The value

Insight across the market

We use comparisons, industry benchmarks and knowledge of what is happening elsewhere to create designs that differentiate and deliver.

The value

Engagement with all

We consider all viewpoints, no matter how complex, to ensure your strategy is owned by all, and your services deliver the greatest return on investment.

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Change Assessment Tool

Use this tool to understand the problems you’re facing and decide if a new approach is necessary. Simply read the statements and select to what extent you agree.


Statement 1

Although our landscape is changing we’re not worried because we know what our options are, and we know how to implement them.


Statement 2

We have performance issues, but we know why and we have a clear plan of action to address and improve them.


Statement 3

We’re aware of unexploited opportunities that would make us more competitive and we know how to take advantage of them.


Statement 4

There is a shared vision and clear direction present across all layers of our business.


Statement 5

Our organisation retains the know-how and flexibility to meet current and future challenges.


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