What is one/o/three?
one/o/three is an independent practice that helps leadership teams work out what matters most before investing in change.
I work directly with organisations from the first conversation through to shaping what happens next. There are no handovers, no predefined playbooks and no layers between strategic thinking and practical action.
I usually become involved when the way forward isn't obvious.
Sometimes that's because a new opportunity has emerged and the next step isn't clear. Sometimes a product, service or transformation programme isn't delivering the impact that was expected. Sometimes teams are pulling in different directions, priorities have become blurred, or decisions have become harder to make.
Rather than applying a predefined methodology, I start by understanding what's really happening. I ask questions, challenge assumptions and connect information that often sits in different parts of the organisation. Together, we work out what matters most and what needs to happen next.
What is one/o/three?
one/o/three is an independent practice that helps leadership teams work out what matters most before investing in change.
I work directly with organisations from the first conversation through to shaping what happens next. There are no handovers, no predefined playbooks and no layers between strategic thinking and practical action.
I usually become involved when the way forward isn't obvious.
Sometimes that's because a new opportunity has emerged and the next step isn't clear. Sometimes a product, service or transformation programme isn't delivering the impact that was expected. Sometimes teams are pulling in different directions, priorities have become blurred, or decisions have become harder to make.
Rather than applying a predefined methodology, I start by understanding what's really happening. I ask questions, challenge assumptions and connect information that often sits in different parts of the organisation. Together, we work out what matters most and what needs to happen next.
Working together
First conversations rarely start with a clear brief.
First conversations rarely start with a clear brief.
More often, they start with a challenge that's difficult to describe. Different perspectives, competing priorities and incomplete information can make it hard to understand what's really going on or what needs to happen next.
More often, they start with a challenge that's difficult to describe. Different perspectives, competing priorities and incomplete information can make it hard to understand what's really going on or what needs to happen next.
The real problem isn't always obvious.
The real problem isn't always obvious.
Together, we uncover what's really happening, identify what's getting in the way and agree what success really looks like. Only then do we decide what needs to change.
Together, we uncover what's really happening, identify what's getting in the way and agree what success really looks like. Only then do we decide what needs to change.
Good decisions only matter if they can be delivered.
Good decisions only matter if they can be delivered.
Whatever the outcome, I stay involved long enough to help make it happen. Rather than handing over a recommendation, I work with the people responsible for bringing it to life, helping strategic thinking survive as ideas become reality.
Whatever the outcome, I stay involved long enough to help make it happen. Rather than handing over a recommendation, I work with the people responsible for bringing it to life, helping strategic thinking survive as ideas become reality.
The best conversations often start with uncertainty.
Every engagement is different and that's because every organisation is different. So are the challenges they face, the people involved and the outcomes they are working towards.
If you are facing a challenge that is difficult to define, I would love to hear more about it.