Strategic planning is a management activity used to define goals and priorities, make decisions to focus resources and investment, and to ensure staff and stakeholders are working toward common goals.

Clients can expect a tailored approach fit for your business and the outcomes you seek. Some clients prefer conventional strategic planning that addresses the what, how and when; while others deliberately decide to use strategic planning as the embryo for innovation and transformation by asking why.

The engagement approach used by JOMO typically commences with understanding your existing planning framework, needs and testing alternative approaches to clearly define your objectives and agree on an approach to maximise the investment of your time. Planning is highly interpersonal and is typically delivered through a combination of one on one meetings, focus groups and facilitated workshops.

A CBA leading to a business case is a funding request typically containing all the key information required to decide to commence a prioritised initiative that contributes to the organisation’s strategy or transformation. The CBA confirms the viability of the  initiative followed by a business case that provides an outline of several options to overcome a problem with a more detailed description of the best approach.

The engagement approach used by JOMO commences with confirmation or development of the problem statement and understanding the strategic and operating context. Clients can expect several solutions to be socialised to determine a preferred approach, which then forms the basis to develop the CBA and later the business case. The report outlines the problem, options, preferred solution, cost, risks and impacts, delivery approach and timeframe, along with the benefits from the investment.

Reports usually have the same structure and components but will vary in depth and accuracy depending on the size and/or complexity of the investment. A business case is a live document through to funding approval when it forms the baseline leading into the delivery of the project.

Most strategies define a clear pathway from the present to the desired future state. However, transformations often have a high failure rate because organisations underestimate the significance of operating model refinements required across people, skills, systems, structures and organisational culture.

The engagement approach used by JOMO seeks to understand and confirm your objectives and strategy. This is a critical initiation activity as it frames the entire approach to establishing a transformation roadmap and whether the transformation is of a wholesale turnaround variety or a continuously evolving activity to account for mega trends and changes in the consumer and regulatory environment.

The transformation is usually segmented into interdependent initiatives or projects with clear accountabilities, prioritisation, funding and delivery milestones; overseen by a governance forum that gives the transformation the best chance for success.

A structured approach to managing transformation and reform is to organise the execution of the roadmap into a hierarchy of initiatives or projects.

• Portfolio management at the organisational level organises and manages programs and projects from a strategic viewpoint, to help executives decide the right investment mix that best contributes to the strategic objectives.
• The detailed oversight and management of the investments is performed by program and project management, which seeks to better deliver the change through a focus on optimising the execution of the business case.

The engagement approach used by JOMO is tailored to the client requirements, objectives and organisational maturity. JOMO works through the entire lifecycle from design, establishment, execution and review of portfolios, programs and projects; and can advise or provide capability to direct, manage and deliver during the execution phases.

Executive and board reports and presentations need to convey complex messages in an easily understood manner. They need to provide all the necessary information to inform decision making and remain succinct.

JOMO’s principal consultant has authored peer-reviewed journal papers, popular media articles, conference presentations and interviewed for television and radio audiences. He is an accomplished writer of corporate reports, executive briefings and consultancy findings.

The organisation of strategy execution through to project delivery is critical to achieving the objective from investments. This organisation involves defined roles, clear responsibilities for each role along with reporting and management structures. Each of these elements needs to evolve with the changing demands of the delivery lifecycle and execution status.

As a client, you can expect governance advice that is fit for purpose and aligned to the organisation’s maturity.

The engagement approach used by JOMO to achieve effective program leadership is to bridge a common gap between strategic objectives and project execution. This typically involves ensuring that program priorities are balanced, the correct resources are available, stakeholders are engaged, a continued focus on benefit realisation, risks and project dependencies are managed, along with a culture embracing change.

Operational performance improvement is the alignment of all business activity into an operating model and/or organisational structure to ensure that all elements are effectively and efficiently working to achieve the organisational strategy or objectives.

The JOMO engagement approach typically initiates with a diagnostic of the current operating environment to identify what is working well and opportunities for improvement. The improvement opportunities are socialised and prioritised according to the organisational or strategic objectives. Where these have impacts on the operating model, the engagement approach then establishes design principles, options and evaluation criteria to help determine the details of any revised or new operational approaches.

JOMO delivers services in partnership with other specialist advisors through an extensive network developed over 30 years.