Publications
MEDIA RELEASE: Right Lane becomes first Australian management consulting firm to become foundation owned and controlled and appoints new CEO
Melbourne-based management consulting firm Right Lane Consulting has appointed Chiara Lawry as its new CEO, while at the same time becoming the first privately owned Australian management consulting firm, and possibly the first for-profit company in Australia, to restructure into a foundation owned and controlled company.
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.
What’s on CEOs’ minds?
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.
What is the board’s role in strategy?
Marc Levy, Debbie Williams & David Hershan – May 2016
The why, what and how of the board’s role in strategy is a rich topic. We believe collaborative work on strategy between boards and executive teams improves relationships and in our experience delivers better results. Where possible, we recommend that clients adopt a collaborative approach to strategy involving both directors and members of the executive team as equals.
Strategic thinking before strategic planning – know where to start and where to finish
Dr Marc Levy – May 2016
A strategy without a plan is too conceptual. A plan without a strategy is hollow. What is your strategy and what does it mean for what you are actually going to do?
This article outlines how timeless strategic questions (strategic thinking) should be satisfactorily answered ‘upstairs’ before clients move ‘downstairs’ to strategic planning.
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It all starts with an idea
David Hershan – May 2016
How to run a regular ideation process to stay relevant and remain at the forefront of your industry. An approach that we regularly employ to obtaining and extending the best internal thinking is to run ideation sessions as part of the regular strategic and business planning cycle.
Ideation sessions push participants to engage in future horizon thinking. In particular, to ensure you are staying ahead of disruptive forces and leveraging shifts in technology, consumer behaviour and government policy for your organisation’s gain.
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Preparing for the vision discussion
Debbie Williams and Zoe Pappas – May 2016
Asking boards and executive teams to articulate the change they want to see in the world and the distinctive role their organisation will play in creating that change brings a vision discussion back to what really matters and leads to outcomes that teams feel passionate about. Gaining broad input – for example, from staff and customers – can enrich the thinking.
Cascading strategy – options for alignment
Dr Marc Levy – May 2016
Cascading managers’ strategies is a useful exercise to promote alignment, but there are many approaches and no dominant paradigm for doing it.
We recommend approaching cascading in a stepwise fashion; keeping it simple; and building interrelated logic, systems and processes over time as the value becomes evident and the organisation’s appetite for alignment grows.
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