Project Examples

THE TASK.

Working under the auspices of  the National Fire Chiefs Council (NFCC):


• Develop comprehensive guidance for all eight elements of the newly released  NFCC Community Risk Management Framework (CRMP)     to be adaptable to all services irrespective of size, location, or level of resource.
• Develop a universally applicable and statistically verifiable methodology based on background fire response and reporting data for each nation, to establish the Economic and Social Value of any Fire and Rescue Service, irrespective of size, location, or level of resource.

THE STRATEGY - Value add within budget in italics

Community Risk Management Planning

• Under the guidance of a Project Board that was representative of all nations, and working directly with the Chair of that board, work collaboratively with Subject Matter Experts within the four nations of the UK FRS and externally with key research and training bodies, to identify gaps in existing guidance and collate best practice from which to draw a universally applicable series of guidance documents.
  
• Contract subject matter expertise externally to draft guidance.
• With the external organisations, hold extensive workshops on each theme of the Framework.
  
• Verify the veracity of the guidance drafts with the group of Single Point of Contact officers (SPOCs) representing all UK FRSs.
  
• Develop a series of videos that gives the 'So what?' of why a Service would engage with the guidance by showing case studies filmed on location with various Services.
• Hold a final laptop-free workshop to intruduce the final guidance and develop wider understanding of it, and to have Services link and leverage existing knowledge through guided round-table conversations.

Economic and Social Value of the UK FRS

• Under the guidance of a Project Board that was representative of all nations, and working directly with the Chair of that board, work collaboratively with Subject Matter Experts within the four nations of the UK FRS and externally with a well-reputed expert research body, develop a master methodology based on English data that gains approval of key stakeholders including the UK Home Office, from which to then draft equivalent versions using data of each of the other nations.
• Engage Nottinham Trent University experts to work collaboratively with FRS teams to establish ultra-conservative statistical models using only verifiable data that was as current as possible, and where not available to establish reasonable predictions based upon models of a similar type in use in other disciplines or sectors.
  
• Following issues raised by the UK Home Office questioning the verifiability of the base data, held a worhop of Home Office and NFCC teams to respond to the challenges and establish a mutually agreable path forward with data agreed by the Home Office as being current and relevant.
• Following further issues thereto, held a final workshop using a grid of all questions and challenges that had been submitted and working systematically through this until there was agreement on each point.
• Develop a 'digital tool' into which any FRS can insert its own base data to utilise the methodology.
• Test the 'tool' with Subject Matter Experts representative of the UK FRS.
  
• Hold explanatory introductory workshops led by the methodology developers.
  
• Establish new and more relevant 'Family Groups': Having gathered the data, it became apparent that this data could also be used to re-format the 'Family Groups' of the UK FRS that had previously been established so that FRSs with like risks and levels of risk could work collaboratively. The existing groupings were no longer representative of the many boundary and structural changes that had occurred in the intervening decades. 
• Develop a branded card game to introduce the new Family Groups and use this to develop new streams of collaboration.
• Develop an explanatory video that simplified the complexity of the methodology to engaging, clear, and succint explanation.
  

THE RESULT.

Community Risk Management Planning

• Project completed on time and within budget with value add of the accompanying videos
• During the final one-day introductory workshop not one participant was observed using a mobile phone as all were actively engaged in knowledge sharing.
• The final worksshop had representation from 45 of the 49 UK FRss and had representation from every nation.
• Workstreams were developed on areas identified as worthwhile to give further development by self-guided groups across the nations.
  
• Guidance in operation and adopted by His Majesty's Inspectorate as a guiding measure in evaluating effectiveness and efficiency across the nation's FRS community

Economic and Social Value of the UK FRS

• Project completed on time and within budget with value-add of the introductory explanatory video  and new Family Groups and card game
  
• The methodology recognised internationally as a 'World First' in its comprehensiveness and adaptablity to any service by enabling use of own data.
• The Home Office of the UK accepted this methodology as a complement to their methodology for the cost of the UK FRS
• Methodology in wide use assisting UK FRSs in more effective decision-making as to where resources can be deployed to best advantage.
  

THE TASK.

• Develop and execute successful market entry strategy for continental Europe and Singapore

THE STRATEGY.

• Analyse the existing core business strengths
• Identify relevant unmet market opportunities in target geographies
• Identify and engage potential collaborators and partners in target geographies
• Establish high impact market entry with short term significant wins
• Map pathways to longer term relationships and new business
  

THE RESULTS.

Collaboration with three new business partners led to strategic alliance developing for each business significant returns in first 18 months of operation.

The task.

• Develop an objective framework to bring IP to market.
• Develop a curriculum for the next generation of engineers.

The Strategy.

• Establish a collaboration platform between Purdue and Fraunhofer Institute, Germany.

The Results.

Operational and forming the basis of new Agile Strategy Lab

The task

• Widen to a global market a U.S. tested strategy methodology that gives demonstrable ROI on public funding investments and streamlines strategic business restructuring.

The Strategy.

• Attract and engage thought-leader institutes to promote the methodology and deliver certification courses.

The Results.

• Engagement with universities and institutes in Germany, UK and Australia.
• With Fraunhofer Institute, jointly developed Certification course.
• Expansion in Europe & Australasia
• Successful documentation of the Stategic Doing methodology in the best selling book of the same name and development of the Strategic Doing global network
  

The task

• Develop new markets in continental Europe and the UK for the product range.
  

The Strategy.

• Prepare a detailed market analysis mapping most revenue productive avenues to new geographies and the most advantageous possible collaborators.
  
• Agree forward roadmap and engage collaborative partners.
  
• Establish robust documentation of medical testing and endorsements for the medical range and present in marketable format.
• Create investor presentation for South-East Asian investment partner.
  

The Results.

• Engagement of collaborators confirmed and new profitable international markets established, returning 12% more than projected sales in first year despite Covid-19 global realities.
• Investor committed second tranche funding.
  

The task

• Working from established prototype of Data Warehousing Management system allowing clear vision of brand impact by various metrics including country, demographic group, etc., to develop the forward business strategy for expanding market sales of the AI backed software offering.
• Prepare investor demonstrations and documentation.
  

The Strategy.

• Document specifications and future points of inter-connection for other analystical software to expand the system.
• Create management dashboards and prototype demonstrations per industry sector.
• Identify key target clients in the USA and continental Europe.
• Build investor proposal.
  

The Results.

• Currently refining demonstration of user methodology and dashboard oversight using data provided by potential client after successful first demonstrations of 'demo data'.
  
•  Two major clients in discussion of use for specific purposes of market analysis.

The task

• Request by a European government to develop a Hollywood-based film project linked from the outset to carefully constructed tourism initiatives.

The Strategy.

• Make a film that creates “fan travel” to locations used in production.
• Develop models for the Tourism Board to maximise marketing strategies.
• Develop initiatives with the private leisure industry to increase business from the longer stay, higher spend (FIT) market segment.

The Results.

• New collaborative initiatives between public and private sector interest groups
  
• Tourism models developed and new sources of funding identified and enabled.
• Post-Covid consultancy to develop digital/physical offerings to develop armchair travel experiences to bond users so when they next travel they have a relationship with the destination.
  

The task

• In response to Faculty funding reductions and market changes, to recommend new commercial models based on existing core competencies.

The Strategy.

• Create a new commercial model that is responsive to disruptive changes in the way education is being delivered.

The Results.

• New business structures in place and proved successful as a base for the sudden move to virtual delivery.
  

The task

• Mergers and Acquisitions: Realign management structures to accommodate newly acquired businesses.
• Design high penetration market entry into continental Europe.

The Strategy.

• Analyse the current suitability of organisational structures of the newly acquired business and develop more responsive joint supporting structures.
• Use existing niche sector credibility as market entry point for new market.
• Establish change management program to ensure effective implementation.
  

The Results.

• New organisational and management structures successfully in place.
• Successful market entry established a firm and growing foothold in competitive market .

The task

• Draft the Business Plan for regional expansion within a dealership network.

The Strategy.

• Identify the fastest and most profitable route to market expansion.
• Qualify the proposal with both dealer and company representatives.

The Results.

• Plan approved, funded and expansion undertaken within 2 months of engagement. Company now has a regional footprint and established market dominance.