3 things we’ve learnt from strategy reviews
3 things we’ve learnt from strategy reviews
Trust, understanding the why, and clear terminology
We really enjoy working with teams to dig deep into their strategy questions. Here we share three ideas on how to get the most out of these experiences.

Photo by MarkFletcher-Brown on Unsplash
1: Trust | A trusting relationship built on partnership working principles delivers the best outcomes.
As consultants we're required to work with organisations and individuals we don’t know. Clients need us to deliver exceptional products, fast. This means that the time we would ordinarily have to develop relationships and trust with new colleagues is not necessarily available. Developing relationships of trust in this context requires an intentional approach. For us this means a combination of frequent connection time, a spirit of openness and transparency, check in calls and regular communication.
2: Understanding the ‘why’ | Knowing why a strategic review is being commissioned can determine the quality of your end product.
Terms of Reference for strategy review assignments are often unclear regarding the motivation for the piece of work. Without clarity on the why and the why now, it can be difficult for consultants to develop a responsive methodology. There may be more than one driver, and these can vary according to stakeholder groups involved. Drivers may be contentious and opinions and agendas can differ. That's why we get involved as outside ears and eyes can bring new insights. Probing around why this review is important to the client as well as other groups involved is key.
3: Terminology and definitions | Getting explicit agreement on terminology and definitions can avoid eventual confusion.
One of the benefits of being a consultant is that we get to examine organisational cultures, language, terminology, and associated connotations. This offers us rich and varied learning opportunities. One of the drawbacks, though, is that different terms and language can mean different things in different contexts. Impact is a great example. Mainstreaming is another. To avoid ambiguity and confusion, at the start of our work together, we identify and agree on key terminology and definitions that resonate with the client.