ALAN FELL

Director Alan Fell Consultancy Ltd, UK

Alan Fell is a UK-based and internationally recognised & respected specialist in the subject of Strategy Management. He brings a special focus on both the development and usage of the Balanced Scorecard (the # 1 strategy management tool) and the challenges of successfully implementing the chosen strategy of the organisation.

After a successful career at senior executive level with a major UK Bank, Alan has operated as an independent management consultant and trainer for the last 27 years, helping organisations and individual training delegates to improve their strategy management capabilities. During this period, he has run well over 400 training programmes / workshops across the world.

Alan has focused primarily upon both the Middle East and Asian markets, but also covers engagements in the UK, North America and Australasia. He has been a regular business visitor to Pakistan, in long-term collaboration with TerraBiz, since 2008. His work encompasses a wide range of industry sectors. Alan has extensive experience in consulting, at executive level, with organisations as they address the challenges of successful strategy management.

Alan brings a pragmatic and disciplined approach to his subjects and carries a firm conviction of the importance of management ownership to both the processes and cultural aspects of achieving successful strategy execution.

Our course leader Alan Fell brings 40 years of hands-on business experience, as a senior executive of a major UK bank followed by world-wide training / consulting experience.

The course combines short but wide-ranging subject matter presentations / discussions followed by a series of hands-on team or individual exercises to emphasise the theme of “learning by doing, not just listening”.

It is commonly accepted that 70% of organisations fail to deliver their chosen strategy – and therefore to reach their overall goals / vision.

This remarkable failure rate reflects common every-day behaviour – we find it very easy to promise (“I’ll phone you back in 5 minutes”) but then equally easy to find an excuse for not doing so.

But strategy execution is not doomed to failure. There are steps that management can take to strengthen, significantly, their execution success rate. Our programme focused upon these key steps grouped into the three main themes summarised below.

Our intensive and highly interactive course is arranged around 3 main themes

1) The crucial importance of having a chosen business strategy that is clearly defined, facilitates ownership and measurement, and is cascaded / aligned throughout the organisation. Do we have a clear strategy? And how effectively do we adapt and modify that strategy as global turbulence requires? Do we have strategic agility?

2) The key processes necessary to support successful strategy implementation / execution. Strategy execution will not happen by accident, and simply having a plan is not in itself enough. There are key management processes that can significantly help the success rate.

3) The key cultural / behavioural requirements to support (rather than to block) successful delivery of the chosen strategy. Noting Peter Drucker’s famous quote – “culture eats strategy for breakfast”