Our mission is to help clubs to assess, design & execute their future
To do so we specialise in providing support in four key focus areas:
We carry out market analysis from a global to local level to identify key insights that allow you to make informed decisions and to develop effective strategies
We help you better understand your business and to identify and execute strategies to improve performance at a company and business unit level
We facilitate the strategic planning process, help you to identify, research and assess strategic options and assist you with the execution of key strategies
We provide training in relation to market analysis, strategy, business improvement, financial analysis and all aspects of the club business model
DOES ANY OF THIS SOUND FAMILIAR?
You are so overwhelmed with operations and managing your board and management team that you can’t dedicate sufficient time to strategy and business improvement
Your Board and management team are unable to provide you with the support you need for real strategic thinking and business improvement, especially in the post Covid-19 era
Covid-19 has left you scratching your head as to what your short, medium and long term strategic objectives and focus areas should be
You have invested significant time and money into strategic plans that gather dust on a shelf somewhere
You spend more time at board meetings talking about raffles and schnitzels than you do about your 10 year vision and objectives
Change is a dirty word at your club and a culture of ‘this is what we have always done‘ prevails
Developing and executing effective strategies is critical to overcoming these challenges but the traditional approach to strategy is flawed and outdated in these uncertain times
SOME CONCERNING STATISTICS ABOUT TRADITIONAL STRATEGIC PLANNING….
86% of executive teams spend less than one hour per month discussing strategy
95% of the workforce do not engage with their organisation’s strategy
60% of organisations do not link strategy to budgeting and resource allocation
90% of organisations fail to execute strategies successfully
SOME OF THE PROBLEMS WITH TRADITIONAL CLUB STRATEGIC PLANNING…
STATIC & INFREQUENT: Strategic planning sessions are often held every 2-3 years, but strategic planning and thinking needs to be ongoing
OVERWHELMING: Too much is considered over a short period and as such it is too hard for participants to be engaged or to contribute meaningfully
BORING: The strategic plan itself is often documented in lengthy, wordy and boring documents
EXCLUSION: Most management/staff are excluded from the process and do not know what the plan is or how they fit in
POOR EXECUTION: Effective strategic planning is 9 parts execution and 1 part strategy but at most organisations the opposite can be said
CUT & PASTE: Consultants typically roll out cookie cutter programs but there is no one size fits all approach when it comes to strategic planning
LIMITED EXTERNAL SUPPORT: Consultants are typically only engaged to conduct a short strategic planning session process
That is why we have redesigned the strategic planning process and rethought how to provide strategic consulting support to the club industry. To do so we created….
StrategyHQ was developed to achieve the following key objectives:
To share strategy and business improvement resources in a clear and engaging way
To allow clubs to consider and use these resources at their own pace and in their own way
To develop a culture of strategic thinking across the entire club organisation
To ensure clubs keep their own strategy front of mind
To achieve these objectives StrategyHQ is made up of two key parts:
The StrategyHQ Academy
This is where we share our strategy and business improvement resources with you
Your Club Strategy Portal
This is where we create tailor made portals for you, centralising your own key strategy documents and resources
Before establishing LG Advisory, I worked for large professional service firms for nearly 20 years providing a wide variety of consulting services.
Consulting services included strategic planning, operational reviews, feasibility studies, restructures, amalgamations/mergers, financial modelling, market analysis, customer analytics and business model design and development.
For the last 10 years my primary focus has become the club industry, which for those of you fortunate enough to be involved in know how special it can be. What other industry can you eat, drink, play, meet with friends, support the community and call it business!
As a result, I am truly passionate and committed to helping the industry work towards a sustainable future that allows the industry to not only survive but thrive in the long term.
A few interesting facts…
I grew up in a small Welsh town called Y Bont Faen (Cowbridge) and yes there were more sheep than people
I have a Masters degree in Geomorphology and I spent most of my time in peat bogs coring for pollen to study climate change
I’m a qualified accountant but I don’t own any half sleeve grey shirts with a pocket for my pens
0450 519 402