Job done!
So, what did we actually do? Well in my assessment, our team of three delivered in two short weeks what would typically take a month for a team of team of half a dozen!
How did we do it? We were super motivated to make a difference for our Social Enterprise; we pulled together as a team; and we worked more than our fair share of 12-16 hour days!
In terms of facts-and-figures, we delivered:
More importantly, we provided an outside-in perspective on how our client could reimagine their business – moving from a prominence in the Canterbury region to pre-eminence as the national industry leader. With the organisation's strong sense of social purpose, this will enable them to deliver an even greater social impact and reach more young people across New Zealand.
Most importantly, we worked with our customer every step of the way – enabling them to take ownership of the strategy and setting them up for success. This was made possible by the fantastic engagement of their passionate CEO Claire, and our charismatic host Chris. For two weeks, we had unparalleled access into their organisation, including multiple interactions with their Board of Trustees – truly a remarkable experience.
Huge thanks to my teammates, Conor (chatty) Gallagher and Melissa (Claire) Hadley. I learnt a great deal working alongside your outstanding talents. I thoroughly enjoyed the experience and value the friendship we developed.
…truth be known, it wasn't all hard work. Hunting for truffles with Rosie the dog and touring Waipara wineries was an awesome way to spend a Sunday afternoon!
So, what did we actually do? Well in my assessment, our team of three delivered in two short weeks what would typically take a month for a team of team of half a dozen!
How did we do it? We were super motivated to make a difference for our Social Enterprise; we pulled together as a team; and we worked more than our fair share of 12-16 hour days!
In terms of facts-and-figures, we delivered:
- A 56-page strategy paper, outlining key findings of our research, survey results and interviews summaries, along with a set of critical decisions required by the Board of Trustees to realise their goal of expanding their operations nationally.
- Analytics across a 17-question survey, segmented into 3 groups – Board of Trustees, the Team and their Advisors.
- Findings of 28 interviews with key stakeholders – 12 external interviews (public and private sector) and 16 internal interviews (Board of Trustees and Team).
- SWOT analysis.
- 19 critical decisions required, categorised by impact and ease of implementation.
- 3 presentations – to the Board of Trustees, the Team and the SAP Social Sabbatical group.
More importantly, we provided an outside-in perspective on how our client could reimagine their business – moving from a prominence in the Canterbury region to pre-eminence as the national industry leader. With the organisation's strong sense of social purpose, this will enable them to deliver an even greater social impact and reach more young people across New Zealand.
Most importantly, we worked with our customer every step of the way – enabling them to take ownership of the strategy and setting them up for success. This was made possible by the fantastic engagement of their passionate CEO Claire, and our charismatic host Chris. For two weeks, we had unparalleled access into their organisation, including multiple interactions with their Board of Trustees – truly a remarkable experience.
Huge thanks to my teammates, Conor (chatty) Gallagher and Melissa (Claire) Hadley. I learnt a great deal working alongside your outstanding talents. I thoroughly enjoyed the experience and value the friendship we developed.
…truth be known, it wasn't all hard work. Hunting for truffles with Rosie the dog and touring Waipara wineries was an awesome way to spend a Sunday afternoon!
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