Clear direction in service of the mission.

Jim worked with the CEO, CFO and COO of a diversified not-for-profit group to develop an objective strategic rationale and board paper alongside a wider operating model programme. The work examined how closely the businesses were related and connected their differences with the case for autonomy, common stewardship and shared services. It provided a logical basis for the board to examine the proposed direction, its trade-offs and its fit with the group’s mission.

Min worked on the strategic rationale and board materials for a not-for-profit group’s operating model. KA’s contribution examined how the businesses differed in their customers, economics, capabilities and operating requirements, and what those differences implied for the model. The work connected portfolio relatedness and potential synergies with the balance of autonomy, shared services and group oversight. It contributed to a clearer argument for why the proposed approach fitted the organisation’s mission and businesses.

Thao analysed peers and benchmarked the degree of adjacency between businesses in diversified groups to support comparisons and decision making for a board paper. Her assessment examined how different business models and operating requirements shaped the rationale for group, business-unit and shared-service roles. The work provided an objective analytical basis for considering operating model choices.