The 2010 business year might be characterised as one of review, reorganisation and in some cases of retrenchment. The focus was often internal. The question for many was 'How can we do more with less in order to survive?'
By contrast, 2011 is bringing many requests to 'facilitate' boards as they shift their focus a little further ahead and seek to identify and choose between alternative paths to that future.
These requests are often for a magic process 'Which will enable us to create our strategy in the four - six hours which we have set aside for that purpose.' The assumption is that it is merely a matter of bringing together the key decision makers in the same place with a 'facilitator' and the right answer will emerge.
There are many organisations and individuals providing this 'service' at a variety of price points. When selecting a 'facilitator,' experience shows that the critical due diligence questions need to include:
What experience has the facilitator of working with boards?
Who can you talk to who has already worked with this facilitator?
Who will the facilitator need to meet to establish the rapport necessary to maximise the effectiveness of the relationship?
What questions do you want to answer together?
What analysis is already available in relation to those questions?
How can you build a tailored process together with the facilitator, which recognises the need for preparation, discussion, reflection and strategic decision making?
A great deal of time, energy and money is wasted going through the motions of a blind process provided by a transaction based supplier. Those boards which have invested in building a relationship and have undertaken the rational and emotional journey of strategic thinking with a skilled 'facilitator' will describe a very different and valuable experience.
Comments