The following schedule is not prescriptive but descriptive, showing how the toolkit could be organised and matched to the four-week structure of the archetypal ‘Disrupt’ activity. Whilst there is some logic built into the plan – for example, to create a Roadmap Radar, you need to run an OKR session – the spirit here is to encourage a bespoke approach to answering the client’s question(s), using novel combinations of these tools rather than following this schedule to the letter.
We work with senior leaders to understand the history and the current state of the business and confirm the vision for future success. We facilitate workshops during which long-term goals, short-term objectives, and measurable key results are collaboratively defined. Drawing on market insights and our proprietary strategic map of the business landscape, we can identify immediate threats to the business and advise on the viability of potential divestments and diversifications. We then work with a broader range of participants to share the resulting strategy, refine it further, and turn it into concrete actions and initiatives. We always draw on the existing portfolio of activities, tuned or augmented as necessary to meet the defined objectives, and we help build in continuous delivery of value, supported by rapid test-and-learn experiments to validate the hypotheses.
Out of these activities, we produce the first draft of the Roadmap Radar – a tool unique to Equal Experts that lays out the client’s portfolio on a single, big picture in a way that aligns activities to objectives, informs organisation change, reduces critical path dependencies, and allows multidisciplinary teams to own and adapt as necessary.
We dig deeper into each of the objectives to identify gaps and strengthen the areas where those objectives are poorly served by current activities. We identify initiatives that do not align with the objectives and help remove duplication and prune the portfolio as necessary. We will also take the opportunity to further any research assumptions made during the first week, and factor the resulting insights into the strategy. The Roadmap Radar is refined to a level that can be used to define the shape of multi-disciplinary teams required to fulfil each of the objectives, and based on those definitions, we can identify candidate participants for each of those teams.
Once the client is ready to make the first strategic move, we will help form the first exploratory teams and establish ways of working aligned to the bets derived from the Roadmap Radar. We will work with those teams to ensure activities are appropriately prioritised and improve them further as necessary to ensure that the first tasks are “good to go.” We can also work to shape the communication approach and ensure there is a proper understanding of and buy-in to the strategic plan.
The team reflects on the gathered evidence, workshops the best interventions, and prepares for the final presentation to the Board. Typically, during the final playback session, we start with our headline observations and recommendations, before inviting questions and having a non-linear discussion about those topics that the Execs identify as the most important.