Stop and ThinkStrategy Retreat

ExecutiveStrategy

Why take stock of where you stand?Critical international policy developments, shifting donor priorities and fierce competition for limited resources all make for an exciting and challenging international development landscape. This landscape makes it even more important to take stock of where you stand against key trends, how your priorities align against a diverse funding base and assess if you have the core capabilities required to effectively deliver on your mandate. All of which will help ensure your future relevance.

How will we work with you? SRI’s two-day strategy stock-take is intended as a “stop and think” moment for management teams at this crucial time. Three outputs from this exercise are central to its success: stakeholder insight, an analysis on priority alignment against stakeholder feedback and the identification of possible organisational capability and structural gaps. These outputs will lead to a clear forward-looking plan to address revitalised organisational goals, with clear milestones and recommended next steps.

We prepare for this stock taking exercise by conducting an initial consultation with key stakeholders and partners to understand how your organisation is perceived. This provides an “outside in” view of your organisation and evaluates how it aligns against key trends and developments. This exercise allows us to identify your organisation’s perceived comparative advantage, as well as potential areas for enhanced effectiveness. The stakeholder consultation and mapping exercise will also allow us to assess the perceived position, of your organisation, in-line with others in the field. In particular, insights will shed light on how your key products and services are seen to be aligned against your mission and in comparison, to other international organisations. Upon reviewing the findings from the stakeholder assessment as a team in the morning of Day One, the first tactical session will be focused on reviewing the organisation’s current priorities in light of these findings and to identify future focus areas, that will strengthen your organisation’s relevance and brand. This session will end with a clear list of areas within your service offerings for future exploration and further refinement.

PREPARATORY WORK DAY ONE DAY TWO

Workshop Preparation: Stakeholder Insight

Working Together: Key Activities

Organisational Approach and Capabilities: Key Activities

• Stakeholder Consultation and Mapping.

• Identify perceived comparative advantage

• Evaluate alignment against key trends and developments.

• Comparative Analysis

• Stakeholder Findings Workshop

• Review organisational priorities

• Identify future focus areas

• Review Outcomes of Day One

• Review the benefits and constraints of the current organisational approach

• Identify and assess structural gaps

• Map the skills and core competencies

• Analyse team strengths and synergies

• Identify areas for team and personal development

• Day Two will end with building a roadmap and next steps for the way forward

Building on the review of your organisation’s products, services and priorities, the second session will focus on the benefits and constraints of the current organisational approach. Through joint analysis, this session will seek to identify structural gaps against organisational priorities, to ensure alignment moving forward and plan to address any areas that require building or strengthening. The output of this session may identify a need for organisational change to address a new or altered strategic direction.

It is then critical to map out the skills and core competencies required to effectively deliver on your mandate. The third session will conduct this mapping, specifically at the management level, to identify team strengths and synergies, as well as areas where there is room for both team and personal development. By focusing on your management team, this exercise will ensure that your leadership team is aligned with the future challenges you wish to address and is complementary in terms of skillsets to provide unified direction. Having placed senior-level executives in over 500 organisations, SRI is well positioned to assess how the profiles of your team fit within your collective vision. This phase of the retreat will strengthen the cohesiveness of your management team, as well as identify any gaps.

To ensure the results of this exercise are sustainable and successfully drive change, as indicated, this two-day strategy stock take will end with a clear way forward with agreed upon milestones and recommended next steps for key areas such as staff engagement and wider organisational change.

Why SRI?For the last 20 years, SRI Executive Strategy has been at the forefront of change, by building the capability, capacity and resilience of global organisations within the International Development sector. Having partnered with many organisations during this time, we at SRI, understand the challenges institutions face as they juggle the demands of “relevancy” in a constantly evolving and developing social, economic and political market. Wrestling with the issue of sustainability and an organisation’s fit for purpose, many institutions have been forced to question their strategic ability and readiness in achieving long-term results at scale. As they seek a solution that will deliver the desired form of “relevancy” they require, these organisations look to SRI, to assist them in developing an organisational environment which is equipped to deal with the many challenges they may face.

Organisational Process

Implement and

monitor

Design a change

management plan

Asses current

state and rediness

Define future

outcomes and

results

Stabilise the change

Evaluate mid-long

term results

Who will be working with you?To address these challenges and opportunities previously described, we have built a highly-skilled, multi-lingual, team of global specialists to work with you on this “Stop and Think” proposition. This team is committed to ensure every one of our assignments contribute to the relevance and future of an organisation’s impact on the world.

SRI EXECUTIVE, 40 Grand Canal St. Upper, Dublin 4, Ireland l Phone: + 353 1 6675008

Yvo de BoerPartner, Senior Advisor on Global SustainabilityYvo de Boer is a Partner of SRI Executive Strategy and Senior Advisor on Global Sustainability.

From 2014 to 2016 he served as Director-General of the Global Green Growth Institute (GGGI), a treaty-based International Organisation with 28 member countries, currently working in 25 countries to develop and implement green growth strategies.

Before this, Mr. de Boer served as KPMG’s Global Chairman of Climate Change & Sustainability Services (CC&S). Before joining KPMG in 2010, Mr. de Boer led the international process to respond to climate change in the role of Executive Secretary of the United Nations Framework Convention on Climate Change (UNFCCC) from 2006 to 2010.

Prior to his UN role, he was extensively involved in European Union environmental policy, served as the Vice-Chair of the U.N. Commission on Sustainable Development, and acted as an advisor to the Government of China and the World Bank. In 2011 he was appointed as Chair for the World Economic Forum’s Global Agenda Council on Climate Change. Yvo is a qualifi ed mediator.

Helen McGardleOrganisational Development Director

With over 20 years’ experience in Organisational and Leadership Development, Helen has the sectoral insight and strategic expertise to understand the challenges organisations face, at both a strategic and institutional level. Having implemented Leadership Development, Confl ict Management, Team Eff ectiveness and Leadership Team Coaching programmes, for many global organisations across the world, Helen has the skills and expertise in psychometric profi ling, leadership development and organisational eff ectiveness, to ensure organisational relevancy, sustainability and Fit-for-Purpose, at a global level. Helen is a certifi ed coach, is certifi ed in talent management and psychometric assessments.

Jacqueline HillOrganisational Development & Change Management Specialist

With extensive experience in Organisational Development, Change Management, Strategy and Operational Planning, Jacqueline has a fi rm understanding of the complexities associated with strategic and operational change within an organisation, and how to overcome these complex situations, in a sustained and eff ective manner. Having implemented change programmes for the Global Green Growth Institute, WaterAid, Amnesty International, The Namibia Nature Foundation, Blue Cross Animal Welfare, the British Red Cross Society and the CGIAR system, she has the capability and strategic expertise, to strategically address structural and operational inconsistencies within any organisation.

Victoria BouixOrganisational and Leadership Development Specialist

With extensive experience in leadership development and change management, Victoria specialises in developing organisations fi t for purpose across the Life Science, Sustainability, Agricultural Development and Multilateral Agency sectors. Victoria’s expertise is in capacity building, capacity needs analysis, and individual, team and organisational workload analysis leading to eff ective strategy implementation and improved business performance.

Shawna WalshOrganisational and Technical Lead

With extensive experience in building the capability and capacity of global organisations across the world, Shawna has the tactical and implementation expertise to facilitate this ‘Stop and Think’ process. A senior fi gure within SRI Executive’s Strategy Suite, having worked with such organisations as the WGEO, USAID and ICARDA, Shawna has the skills and expertise to assist with the stakeholder process, organisational capability assessments and ensuring your organisation’s relevancy, throughout this assignment.

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