Services

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With the restrictions in place for COVID-19, conventional approaches to engaging Board and Executive team members in strategy & business planning are unlikely to apply. 

Schesser Consulting offer a virtual planning service based on the same principles and outcomes of the workshop approach as outlined in the 'Standard Service' at right.

Virtual Planning Service:

1. Online Meeting with CEO / Chair to determine the inputs, fundamental approach, process, outcomes, etc. that will determine ‘what a good strategy plan’ looks like. 

2. Online Meeting with next level Managers to gain their input to the key strategic issues for the business (Note: these could also be one to one remote meetings). 

3. One to one remote interviews with Directors to gain their independent views on the business strategic imperatives (i.e. from a Board perspective).

4. ‘Socialise’ a draft working strategy based on input from 1 to 3 above (Note: issued at least 1 week prior to organising an online group meeting).

5. Online Meeting (i.e. 2 x 2 hour instalments with a 30 minute break) for all Strategy Plan participants covering:

a. Environmental Scan – incl. assumptions where known, valid, etc. re-COVID-19.

b. Presentation of draft Goals and Strategies (i.e. based on input from 1 – 4 above).

c. Participant workshop to finalise Goals and Strategies (again based on 1 – 4).

d. Risk and Budget elements pertaining to the agreed Strategy Plan.

e. Conclusion, closing remarks.

6. Schesser Consulting to prepare final Strategy Plan Document in isolation for Board approval .

Strategy Planning support services offer a wealth of industry knowledge within a proven process and framework to guide Boards and Management through the challenge of locking in the best possible strategy plan. 

Schesser Consulting offer three levels of support in this important business area:

Premium Service:  

1. One to one interviews with Board & Management to build a clear understanding of the business – specifically clarity around the strategic direction the business needs to take. This may coincide with 'blue-ocean' strategies, or re-establishing the direction of predetermined strategies at a defined point.

2. Summary Overview from Phase 1 prepared for Meeting (in consultation with CEO and Chair). Noting insights gleaned from Phase 1 have proven to help 'fast-track' the workshop, in addition to buying ownership from the participants involved in the process. 

3. Preparation of Strategy Agenda in consultation with input from CEO/ Chair and the outputs of Phase 1. 

4. Facilitation of the Strategy Meeting and full write up of final Strategy Planning document. Noting Strategy Document structure presented is consistent with known Regulatory expectations.

Standard:  

1. One to one interview with CEO. Similar to “premium”, however specific to CEO perspectives on the premise directors will contribute to this discussion as part of the strategy planning workshop event.

2. Preparation of Strategy Agenda in consultation with input from CEO/ Chair and the outputs of Phase 1. 

3. Facilitation of Strategy Meeting and write up of final Strategy Planning document. Noting again Strategy Document structure presented is consistent with known Regulatory expectations.

Basic: 

1. One to one interview with CEO. Again as per above and specific to CEO perspectives.

2. Preparation of Strategy Agenda in consultation with CEO / Chair.

3. Notes taken from the Strategy Meeting and passed back to organisation for strategy planning document “write up”.

Targeting small to medium business entities – this approach reviews the extent to which current organisational structure reflects contemporary practice, and most importantly the current strategic plan. 

The review is designed to identify potential cost: income benefits, in addition to re-directing resources and energy to member value and/or business value (as applicable) v non-value adding activity. 

Areas of focus and deliverable include:

Skills Gap Assessment: 

1. Research supporting key attributes for a contemporary Financial Service Executive Team - inclusive of mutual sector DNA.

2. Organisation skill gap assessment against above, in addition to assessment of Executive Team ‘SWOT’, Strategy Plan outcomes, and other considerations (e.g. extent of outsource arrangements, recent APRA direction, and potential outsource/aggregate solutions).

3. Strategy Plan ‘temperature check’ including assessment of key priorities, risks etc. against emerging market conditions; and, review of Strategy Plan against Executive Team Gap.

4. Organisational Structure Review recommendations incorporating the outcomes of 1 to 3 above. 

Working with mutual ADI collectives interested in developing and implementing aggregated outsourcing services to realise the benefits of scale, in addition to the following outcomes:

Objectives:

1. Reduction to underlying cost structures.

2. Improvement in service level outcomes – inclusive of the opportunity to re-direct FTE activity toward more member value activity (i.e. activity more focused on generating sustainable growth outcomes for the business); and business value adding activity (i.e. activity supporting, but not directly related to, member benefit outcomes).

3. Revenue generating opportunities for interest and non-interest income (combined with 1 above to generate sustained improvement in cost: income).

Scope:

Establish deliverables, timelines and costs to develop and implement an outsourced model (including project plan that addresses):

1. Business case with associated cost/benefit (Net Present Value) analysis as appropriate.

2. Recommended Governance and Operational structure – including policy and procedural guidelines for the practical operation of the model.

3. Plan to deliver on the proof of concept function, in addition to extending the aggregated solution around delivery of services to other back office functions.

Proven business process improvement methodology to train, develop and take work teams through quantifiable high impact process change initiatives. Specifically:

· Steps to identify and prioritise change management opportunities (e.g. strategic and organisational gaps, response to APRA review requirements, collaborative opportunities with other mutuals, etc.)

· Training in effective ‘Business Process Re-engineering’ techniques.

· Fundamentals of change management in the workplace.

· Project Management – including ‘working in cross-functional teams’ and ‘managing up’.

· Determining return on investment, net present value techniques, etc.

· Seeing the initiative through!

Independent and/or syndicated research options delivering to specific organisational requirements – including emerging developments in customer owned banking and industry and competitive benchmarking.

Various levels of support and development including Board Self-Assessment, Nomination Committee and Returning Officer experience.