Taking a different point of view - on each and every project.

When reviewing the right approach to take on a new project, we don’t believe in the “cookie cutter”. We do believe that every project is unique.

This does not mean a project cannot benefit from similar frameworks, management approaches, and in some cases, IP. However, projects can also be radically different across a range of dimensions, including the following:

  • The level of senior management (& other stakeholder) support
  • The complexity of the project and the risks involved
  • The nature of the change to the business & the maturity of the business to deal with these changes
  • The availability of skills to undertake the work & the need for training
  • Other changes in both the internal and external environment during the course of the project

To minimise the risks created in any project, SPP uses a proprietary methodology before any work commences, so that the project team can fully evaluate the current state of the project & implement any necessary changes in approach – before it’s too late.

Our approach is people centric

SPP started out with the view that most businesses are supported by good people that have the capability to improve a business.

That means the skills, knowledge, insight, energy and commitment to deliver long lasting change.

Along with this, comes the view that strong project management, and involvement of key Executives and team members early on in the process is the key to success and long lasting results.

The diagram below highlights our typical approach on a project – it is an approach that we have now tested on hundreds of projects since we started in 2005. We seek to work in close partnership with our clients and client teams to achieve great results.

1. Invest the time to clarify key questions

Too often, strategy projects are launched without a clear understanding of the problem to be addressed. We invest additional time at this stage to validate the key questions with Senior Managers.

2. Form a strong team with skin in the game

We have specific techniques for team development which fast-track a stronger understanding of roles, responsibilities, and capabilities. We encourage the use of team members who have some skin in the game.

3. Continually check back against objectives

Our project teams maintain an ongoing focus on project benefits to ensure that time is not invested in low-value outcomes.

4. Use a “fast fail” approach to test do-ability

Wherever possible, the plan or strategy is tested via a pilot or real-world approach. This includes customer research and feedback as early in the process as possible.

5. Track benefits religiously and celebrate achievement

Project team members are assigned the specific responsibility for tracking benefits once the strategy/process/project is in place.