Vision and strategy provide leaders and followers with a means of connecting their work, and efforts, with something much larger than themselves. It is a powerful tool to engage every level and every aspect of an organisation for future success and sustainability.

A well-developed, considered, and implemented strategy will give your employees direction; your leadership purpose; and your stakeholders confidence.

Almost every organisation is doing good work, though the question is: are they doing the right work, in the right way, and with the right tools? A strategy harnesses and directs an organisation’s capabilities and resources to achieve goals that will have the greatest impact on the business, and those the business serves.

The power of strategy to give direction and meaning to every individual and stakeholder is immense. If your organisation is ready to experience the benefit of a collaborative strategic development initiative, don’t wait any longer – give me a call now and start the conversation.


A large, national organisation with regional centres was doing good work for people within communities. One region had the best programme. Another had the most financial success. Another region had the most members. And another had the best satisfaction and outcomes. The biggest problem they had – they didn’t share successes and were all going off in their own direction. They thought they were successful; and to a certain extent, they were! The organisation was growing and communities acknowledge the good work this organisation did. The lesson they were about to learn: how to turn one success into many.

After going through a fully-inclusive and facilitated strategic planning process, representatives and leaders agreed to focus on four strategic priorities – programmes, financial sustainability, membership, and outcomes. Collectively, they developed a strategy and collaborated on implementation plans.

The result:

An organisation that communicated and shared best practice. Not only did it improve the culture of more than 22,000 members, the region that was the best at programmes, mentored other regional leaders on how they achieved their success. They now had 5 regions, instead of one, who were effectively delivering the award-winning programme. The same successes went for finances, membership growth, and outcomes.