Publications
How to build a growth strategy in two days
Get growth strategy right. How to build a compelling growth aspiration,
and a targeted portfolio of growth opportunities in an intensive workshop format.
The value of a robust diagnosis – be better prepared for next year’s strategy and planning process
Undertaking robust analyses of what’s happening in the world, the industry,
and within organisations, is critical for building an evidence base and a common reference point to draw upon when engaging in strategic thinking and strategic planning.
Curiosity will make you ready for complexity
Is curiosity just another ‘Q’ (in addition to IQ and EQ)? This article explores the different kinds of curiosity and how you can build your, and your organisation’s, capacity for staying curious.
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Innovation is for everyone
Innovation can be nurtured. Organisations can use design thinking to build capacity and embed a culture of innovation.
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Ideation in the real world
This ideation case study puts the spotlight on the work Right Lane did with the Royal Agricultural Society of Victoria (RASV) to reimagine the Royal Melbourne Show.
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Our purpose at work: serving organisations that do good
July 2017
Helping organisations that do good do better is central to our management consulting practice. In 2016 Right Lane was fortunate enough to serve more than 100 clients that do good. Here is a summary of the challenges we helped some of them solve, relating to their role and purpose, strategy and growth, organisational alignment, governance and stakeholder engagement, and ideation and innovation.
Are your values actually what you value?
Giselle Diego – February 2017
There is an increasing focus on values, culture and behaviours as critical aides to a successful organisation. Redefining values using inclusive approaches enables organisations to uncover what is at the heart of what they do.
Bridging the gap between strategy and performance
Abhishek Chhikara and Debbie Williams – February 2017
In our work in strategy and planning, we often find a gap between our clients’ strategy and performance. We outline ways to bridge this gap.
Balancing conviction and flexibility
Dr Marc Levy
If your organisation created a new 3-5 year strategy last year, what do you do this year? And next? Strategy shouldn’t be set and forget. We recommend 5 bases for challenging long term strategy.
Are we there yet? Organisation design amid constant change
Dr Marc Levy – February 2017
Twenty three CEOs shared with us their major issues and challenges. Some of the most common related to planning under uncertainty, resource allocation to digital, and what to do with big data.