MAKING STRATEGY HAPPEN

Strategy is taking the right decisions and actions to perform today and transform for tomorrow.

RELENTLESS FOCUS ON DELIVERY

Battle-scarred from real delivery experience, we develop enhanced strategies that are designed with the delivery in mind. As part of this process, our consultants work with you to help balance the competing needs of the business in delivering your strategy.

RELENTLESS FOCUS ON DELIVERY

Battle-scarred from real delivery experience, we develop enhanced strategies that are designed with the delivery in mind. As part of this process, our consultants work with you to help balance the competing needs of the business in delivering your strategy.

CORE COMPONENTS

Strategy is about making the right decisions and taking actions that enable you to perform today and transform for tomorrow. To achieve this, you first need to understand where value lies within the marketplace if you are to then determine where value lies within your business. This enables you to create a meaningful vision, mission and objectives that can be articulated. Without this, it is difficult for businesses to feel confident that their portfolios are optimised and that their investments in change will deliver the required results, while continuing to perform today.

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Strategic design and decision-making:

Ensure the right priorities are progressed by understanding your value and differentiators from other businesses. Understanding the value drivers and how they create a value chain enables decisions to be taken holistically, rather than in isolation. This leads to effective evaluation of the business model.

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Portfolio optimisation:

Balance the investment of change resources to maximise outcomes and ROI. Just as resources and investments must be re-appraised, so too must the overall programme and portfolio to ensure it continues to support your organisation deliver its strategy.

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Initiative delivery:

Choose the right delivery model and governance to successfully land your change portfolio while minimising disruption to today’s operations. We have no pre-conceived idea about which model is right, only that it should work within the specific governance context for your organisation; that it should allow you to demonstrate short-term progress to build the story; and that governance should only be as extensive as is necessary for your organisation.

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Mergers, acquisitions and divestments:

Between 70% and 90% of mergers and acquisitions fail to meet expected cost savings and synergies. Millions are spent on external support for pre-deal services and during the first few weeks of a deal. We believe a fundamental rebalancing is required, with greater focus on longer-term execution (including cultural and opertional integration) plus better management of initial expectations. All of this implies much smarter use and challenge of external support.

1
Strategic design and decision-making:

Ensure the right priorities are progressed by understanding your value and differentiators from other businesses. Understanding the value drivers and how they create a value chain enables decisions to be taken holistically, rather than in isolation. This leads to effective evaluation of the business model.

1
Portfolio optimisation:

Balance the investment of change resources to maximise outcomes and ROI. Just as resources and investments must be re-appraised, so too must the overall programme and portfolio to ensure it continues to support your organisation deliver its strategy.

1
Initiative delivery:

Choose the right delivery model and governance to successfully land your change portfolio while minimising disruption to today’s operations. We have no pre-conceived idea about which model is right, only that it should work within the specific governance context of your organisation; that it should allow you to demonstrate short-term progress to build the story; and that governance should only be as extensive as is necessary for your organisation.

1
Mergers, acquisitions and divestments:

Between 70% and 90% of mergers and acquisitions fail to meet expected cost savings and synergies. Millions are spent on external support for pre-deal services and during the first few weeks of a deal. We believe a fundamental rebalancing is required, with greater focus on longer-term execution (including cultural and operational integration) plus better management of initial expectations. All of this implies much smarter use and challenge of external support.

OUR PREVIOUS WORK

We are privileged to be working with some of the UK’s largest and most innovative retailers on their most complex change programmes. Some of our recent case studies can be seen below.

Delivering the vision at the heart of the education sector

The newly appointed CEO identified significant disconnect between the organisation’s goals and on the ground delivery. With a history of working in silos and making strategic decisions with little or no evidence, the Exec needed a collaborative yet authoritative approach to refresh the existing strategy and mobilise the leadership to drive real change in the organisation.

Working closely with the CEO and Change Portfolio Lead, Gate One facilitated the executive and senior management group through a robust, efficient process to refresh the existing corporate strategy for the next two years. The strategy created a more customer-centric organisation that is focused on delivering exceptional outcomes for students and education providers alike.

Strategic leadership at an acute hospital trust

We recently supported an acute hospital Trust undertaking major transformation. One of our team was engaged as the Acting Trust Director of Strategy, taking executive accountability for the Trust transformation plan, including:

  • Managing the Trust’s acute redevelopment programme to secure ~£350m in capital funding to enable to hospital to transform
  • Developing the integrated roadmap for combining the strategic capital redevelopment, digital transformation and delivery of a new clinical service model
  • Implementing a new governance and delivery model to enable the Executive and Board to have clearer line of sight of the full portfolio of changes

Seperation programme management at a FTSE 100 hotel group

Our client was completing the multi-billion pound sale of a major division to an international retailer. The deal was completed within tight timelines: only 4 months post the formal announcement. Gate One set up a central Separation PMO, with leads embedded across each functional area to drive the programme forward at pace. In parallel we facilitated the creation of the Transitional Services Agreements (TSAs), enabling the separated entity to continue to use our client’s services post sale. The success of this programme has been recognised by the markets, where their share price has jumped 20% in response.

Strategic integration partnership at a global consumer healthcare company

Our client is currently undergoing a major M&A transformation, with commensurate delivery complexity and risk. As integration PMO partner of choice, Gate One are providing a mix of expert integration professionals, functional leads and change specialists. Working within joint client-consultant delivery teams enables us to demonstrate our deep understanding of our client’s culture, values and expectations, whilst providing a consistent and joined up approach across the programme.

OUR PREVIOUS WORK

We are privileged to be working with some of the UK’s largest and most innovative retailers on their most complex change programmes. Some of our recent case studies can be seen below.

STRATEGY DESIGN AND DESIGN-MAKING

Delivering the vision at the heart of the education sector

The newly appointed CEO identified significant disconnect between the organisation’s goals and on the ground delivery. With a history of working in silos and making strategic decisions with little or no evidence, the Exec needed a collaborative yet authoritative approach to refresh the existing strategy and mobilise the leadership to drive real change in the organisation.

Working closely with the CEO and Change Portfolio Lead, Gate One facilitated the executive and senior management group through a robust, efficient process to refresh the existing corporate strategy for the next two years. The strategy created a more customer-centric organisation that is focused on delivering exceptional outcomes for students and education providers alike.

STRATEGIC LEADERSHIP

Strategic leadership at an acute hospital trust

We recently supported an acute hospital Trust undertaking major transformation. One of our team was engaged as the Acting Trust Director of Strategy, taking executive accountability for the Trust transformation plan, including:

  • Managing the Trust’s acute redevelopment programme to secure ~£350m in capital funding to enable to hospital to transform
  • Developing the integrated roadmap for combining the strategic capital redevelopment, digital transformation and delivery of a new clinical service model
  • Implementing a new governance and delivery model to enable the Executive and Board to have clearer line of sight of the full portfolio of changes

SEPARATION PMO

Separation programme management at a FTSE 100 hotel group

Our client was completing the multi-billion pound sale of a major division to an international retailer. The deal was completed within tight timelines: only 4 months post the formal announcement. Gate One set up a central Separation PMO, with leads embedded across each functional area to drive the programme forward at pace. In parallel we facilitated the creation of the Transitional Services Agreements (TSAs), enabling the separated entity to continue to use our client’s services post sale. The success of this programme has been recognised by the markets, where their share price has jumped 20% in response.

MERGERS AND ACQUISITIONS

Strategic integration partnership at a global consumer healthcare company

Our client is currently undergoing a major M&A transformation, with commensurate delivery complexity and risk. As integration PMO partner of choice, Gate One are providing a mix of expert integration professionals, functional leads and change specialists. Working within joint client-consultant delivery teams enables us to demonstrate our deep understanding of our client’s culture, values and expectations, whilst providing a consistent and joined up approach across the programme.

AWARD WINNING STRATEGY

“The project to refresh the corporate strategy at UCAS was built upon the principle of working shoulder to shoulder with the senior leadership. A newly galvanised organisation has delivered tangible results off the back of the strategy work and is a great example of our mission to deliver Change That Counts.”

James Cooper, Client Director and winner of the MCA Strategy Award 2019

READ MORE

MEET SOME OF OUR TEAM

NICK KENNELL
STRATEGY LEAD

Nick leads our Strategy team at Gate One. He is motivated by the goals that matter most to his clients and has led multiple C-suite client teams on a journey to shape and execute their strategy. He is a senior strategic advisor, a critical thinker and an empathetic leader. He is passionate about healthcare but has advised on some of the most challenging client issues across sectors.

SARAH HARDY
CONSULTANT

Sarah is a Consultant with three years’ experience in making strategy happen. Her recent work includes helping the senior leadership team at a global consumer products company to design a research and development vision and implementation programme and supporting board-level strategic decision-making between long-term software solutions at a FTSE 100 hotel group. Currently Sarah is working on the strategic integration of two global consumer products companies.

ANDY O’NEILL
MANAGER

Andy is an experienced consultant with expertise in complex end-to-end business transformation, turning strategies and visions into operational realities. He has focussed on the Public Sector where he is passionate about harnessing new technology and ways of working to better meet the needs of their service users and customers. Andy’s recent experience has been with a big four firm focussing on operating model transformation in the defence and security sector. He has a background in delivering change in central and local government, as well as the charity sector.

UPNEET ARORA
PRINCIPAL

Upneet is an experienced management consultant, specialising in strategy definition, M&A strategy, global business transformation, target operating model design, cost reduction and operational excellence. He has experience in designing and delivering on strategies across the full lifecycle of complex change programmes with the ability to influence at all levels. Upneet has excellent stakeholder management skills and thrives in complex and ambiguous environments.

To find out more about Gate One, please contact Nick Kennell, Strategy Lead

MEET SOME OF OUR TEAM

NICK KENNELL
STRATEGY LEAD

Nick leads our Strategy team at Gate One. He is motivated by the goals that matter most to his clients and has led multiple C-suite client teams on a journey to shape and execute their strategy. He is a senior strategic advisor, a critical thinker and an empathetic leader. He is passionate about healthcare but has advised on some of the most challenging client issues across sectors.

SARAH HARDY
CONSULTANT

Sarah is a Consultant with three years’ experience in making strategy happen. Her recent work includes helping the senior leadership team at a global consumer products company to design a research and development vision and implementation programme and supporting board-level strategic decision-making between long-term software solutions at a FTSE 100 hotel group. Currently Sarah is working on the strategic integration of two global consumer products companies.

ANDY O’NEILL
MANAGER

Andy is an experienced consultant with expertise in complex end-to-end business transformation, turning strategies and visions into operational realities. He has focussed on the Public Sector where he is passionate about harnessing new technology and ways of working to better meet the needs of their service users and customers. Andy’s recent experience has been with a big four firm focussing on operating model transformation in the defence and security sector. He has a background in delivering change in central and local government, as well as the charity sector.

UPNEET ARORA
PRINCIPAL

Upneet is an experienced management consultant, specialising in strategy definition, M&A strategy, global business transformation, target operating model design, cost reduction and operational excellence. He has experience in designing and delivering on strategies across the full lifecycle of complex change programmes with the ability to influence at all levels. Upneet has excellent stakeholder management skills and thrives in complex and ambiguous environments.

To find out more about Gate One, please contact Nick Kennell, Strategy Lead

CONTACT NICK

OUR STRATEGY INSIGHTS

Surviving in the retail sector has never been so complex. Our team of experts regularly shares their insights about the things that matter in the retail sector. You can read some of them here.

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OUR STRATEGY INSIGHTS

Surviving in the retail sector has never been so complex. Our team of experts regularly shares their insights about the things that matter in the retail sector. You can read some of them here.

INSIGHTS
IncubatorLeadershipMaking Strategy HappenSustainability
18th July 2019

Clear problem definition is critical to an effective innovative solution

How Ovo Energy and Chris Boardman tackled barriers to cycling to improve sustainability
5G fast connectionData TransformationDigitalMaking Strategy Happen
10th June 2019

The 5G revolution is coming – will you be ready in time?

5G technology is the next generation of mobile internet connectivity.