|
|
|
|
|
|
|
|
|
| Strategic experience is abstract and therefore challenging to document. |
|
|
| |
|
|
| Right Actions to Take Long Term |
|
|
| Dr Robertson has always shown ability to quickly gauge the "big picture" and to identify the right actions to take in the long term. |
|
|
| |
|
|
| This was evidenced in his approach to the role of Class President as an undergraduate and also in the theme of the South African Federation of Engineering Students (SAFUES) Conference organized by him on "A Hippocratic Oath for Professional Engineers". |
|
|
| |
|
|
| It was again evidenced in the long term view that was taken during his post graduate research and in his first software development for A S Robertson Investment Consultants. |
|
|
| |
|
|
| Dr Robertson's strategic outlook was also apparent in his approach to systems development, dragline hazard management and long term slope stability in mine design. |
|
|
| |
|
|
| Military Training in Strategy |
|
|
| The various military leadership courses, particularly the "Unit Commanders" course included formal strategic planning training and strategic aptitude was evident in the manner in which he repositioned his army unit. |
|
|
| |
|
|
| Regular References to Strategy |
|
|
| From the outset of his independent consulting practice issues of strategy were noted and references to the strategic application of information technology became evident in conference presentations as early as 1991. |
|
|
| |
|
|
| Influence of Professor Macdonald |
|
|
| In 1991 through 1994 Dr Robertson was intensely exposed to the Strategic Marketing Planning Methodologies of Professor Malcolm Macdonald of Cranfield School of Management, the work of Michel Robert on Strategic Driving Force and the work of Peter Laburn. |
|
|
| |
|
|
| Reinforced Awareness of Strategy |
|
|
| This exposure reinforced Dr Robertson's awareness of the importance of strategy in business generally and in Information Technology in particular. |
|
|
| |
|
|
| The award of a tender to develop an Information Technology Strategy for Armscor, the Armaments Corporation of South Africa, in 1995 / 96 further reinforced Dr Robertson's understanding of strategic issues and of the close inter-relationship between effective application of Information Technology and strategy. |
|
|
| |
|
|
| In subsequent years Dr Robertson has undertaken many strategic diagnostic and analysis processes for a diversity of corporate clients with particular emphasis on market focused strategic planning building on the work of MacDonald. |
|
|
| |
|
|
| The Importance of Strategic Snapshots |
|
|
| The level of emphasis that Dr Robertson places on the strategic aspect of business is such that he has reached a point where he seldom undertakes any assignment without including at least a basic strategic snapshot in the initial stages of the project. |
|
|
| |
|
|
| In this context, the JAR&A STRATSNAP© Strategic Snapshot process offers a diversity of standard procedures centered around a one to three day intense strategic analysis intervention backed up with interviews and a formal report. |
|
|
| |
|
|
| Really HIGH IMPACT Consulting Services |
|
|
| This process is so effective and delivers such high impact that it has become the premier consulting service offering of JAR&A. |
|
|
| |
|
|
| STRATSNAP© offers clients a premium quality, high impact, short duration process that is guaranteed to give you a fresh perspective on the aspects of your business that are analyzed. |
|
|
|
|
|
| STRATSNAP© affords clients an affordable manner in which to assess strategic and operational factors in a short space of time and, in the process, to rapidly identify where measures to improve performance will be most effective AND what measures to take. |
|
|
|
|
|
| STRATSNAP© can be applied at any time that an organization wants to take a "rain check" on direction, when there is concern that things are not going well or when there is a need to initiate a long term strategic planning process. |
|
|
|
|
|
| In all cases STRATSNAP© will greatly reduce the risk of failure, give management the assurance of a well charted course and provide a foundation for developing lasting profitable competitive advantage. |
|
|
|
|
|
| Commitment to Effective Strategic Analysis |
|
|
| This intense awareness of and commitment to effective strategic analysis and design ensures that projects are undertaken with a clear strategic focus no matter what the nature of the brief and that competitive advantage is clearly identified. |
|
|
| |
|
|
| In-Depth, Long Term Strategic Design |
|
|
| This intense commitment to strategy coupled with acute awareness of the 90% level of strategy failure has led JAR&A to develop the STRATPROC© strategic process as a comprehensive strategic planning process and tool-set for major strategic planning initiatives. The comprehensive STRATPROC© process goes from initial strategic conceptual visualization through detailed action planning to comprehensive project performance measurement. |
|
|
| |
|
|
| STRATPROC© is designed for the company that is serious about differentiating itself. A full STRATPROC© engagement will create a comprehensive strategic plan down to the level of the last nuts and bolts required to ensure a successful outcome that dramatically differentiates the client corporation leading to long term sustainable, profitable, competitive advantage. |
|
|
| |
|
|
| Creating Sustainable Client Competitive Advantage is a Non-Negotiable Deliverable |
|
|
| JAR&A's focus on creating sustainable competitive advantage for our clients is organic to our way of doing things. So much so that we regard a project that does not enhance client competitiveness as a failure. |
|
|
|
|
|
|
|
|
|
|
|
|
|
| Top of Page |
|
| Use "Back" button on browser to return to the previous page |
|
|
