Stage 1: Assessment of the current situation of the organisation

This is a preliminary assessment of the value opportunity and our ability to assist - usually completed within a short time period. Typical activities may include:

	Investment opportunity appraisal;
	Quantification of the gap between current and potential value;
	Assessment of value drivers

 

 
Stage 2: Development of strategic action plan

The objective of this stage is to formulate a strategically coherent plan to address the corporate crisis and/ or development opportunity. Equipped with fresh insights and a wealth of experience, Strategy Partners can breathe new life into the company.

It can contribute to decisions with total objectivity since, as an outsider, it has no preconceived agenda. Such a strategic action plan can involve one or more components of the following:

	Stabilisation and turnaround;
	Overall business growth strategies for the immediate, medium and longer terms;
	Optimal organisational, ownership and financial structures;
	Plans for operational business performance improvements.

 
Stage 3: Implementation of action plan

At this stage we would effectively become your business management partners in implementing the plans from stage 2. This partnership would involve contributions at board level, an interim executive mandate, secondments to your management team, or perhaps specialist inputs in key projects. Put in other words: we accept accountability for achieving results. Typical activities may include day-to-day management involvement by attending meetings and probing action reports on aspect such as:

	The cascading of corporate strategies to divisional and functional levels and ensuring appropriate monitoring and management action takes place;
	Cash flow crisis plans including creditor and banker negotiations;
	Raising equity and debt finance within an optimal capital structure;
	Due diligence reviews: Reviewing potential merger or acquisition candidates;
	Developing and registering company structures;
	Governance structures at board and management levels;
	Restructuring the organisation for optimal performance;
	Recruitment and placement of key executive staff, training and development programmes, individual mentoring / coaching, change management;
	Business process re-engineering by improving effectiveness of operational business processes, by improving process flow, technology applications and resource capabilities;
	Improving the effectiveness of information technology for operational applications.
	Financial reporting and controls;
	Post-merger integration management;
	Risk management.