Objective: The client is a multi-region, mid-to-large technology and services organisation operating across diverse markets, functions, and delivery models. Prior to our engagement, the Executive Leadership Team (ELT) had made multiple attempts to establish a clear Group-level strategy with external facilitators, but these efforts had not resulted in sustained alignment or a usable strategic artefact. The organisation sought a disciplined yet practical strategy process that would deliver clarity, alignment, and a strategy that could actually be used to guide decisions and execution.

Approach: Catalyst Strategy designed and facilitated a structured strategy formulation process focused on synthesis, choice, and activation rather than re-analysis. The approach included:

• A tightly sequenced executive workshop process, building on existing insights and analysis rather than recreating them.

• Clear framing of Group-level purpose, vision, and strategic objectives, deliberately distinguishing these from regional and functional plans.

• Disciplined facilitation to elevate conversations from tactical and operational detail to enterprise-level strategic choices.

• A concise Group Strategy One-Pager, supported by an explanatory deck to ensure consistent interpretation and future use.

• Leadership behaviour and commitment exercises, explicitly linking strategy delivery to how the ELT shows up and leads.

• Practical translation tools, including functional and regional planning templates aligned to the Group Strategy.

• An activation plan, capturing agreed priorities, accountabilities, and governance rhythms to maintain momentum post-workshop.

Throughout the process, Catalyst Strategy maintained a strong focus on clarity, usability, and execution discipline, resisting over-complexity while ensuring the strategy reflected the organisation’s real context.

Positive Impact: The engagement delivered a step-change in both strategic clarity and leadership alignment:

• Strong ELT endorsement and confidence: Several executive participants noted that this was the first time a Group Strategy had genuinely landed, after previous attempts had failed to gain traction.

• A strategy that is practical and usable: The final Group Strategy provides a clear reference point for decision-making, prioritisation, and alignment across the organisation.

• Improved leadership alignment: The Leadership Commitments clarified how leaders will operate collectively, reinforcing consistency, focus, and accountability.

• Clear path from strategy to execution: Functional and regional planning templates enabled teams to translate Group objectives into aligned initiatives and measures.

• Sustainable activation: The Activation Plan established clear next steps and governance rhythms, reducing the risk of the strategy becoming a static document.

The client now has a Group Strategy that is not only well-articulated, but actively supports better decisions, stronger alignment, and more disciplined execution across the organisation.

If your organisation is struggling to translate strategy into action, let’s explore how Catalyst Strategy can help.