Case study
Building a new purpose and strategy to help a 120 year old Kiwi institution modernise and transform.
Situation
The newly appointed CEO wanted to chart a new course for the AA, with a strategy backed by the evidence and authority to make confident decisions about AA's future direction, and one staff, the board, member councils and members would rally behind.
Approach
We embedded ourselves alongside AA's strategy team, collaboratively building the plan, trawling for insights, and facilitating the board, management and divisions through the journey. The strategy was grounded in member and customer research, trends, and lessons from comparable clubs overseas.
A new purpose, priorities, goals and enablers were designed and iteratively tested with the business to ensure it was built with execution in mind.
Outcome
A strategy that aligned board, management and its people, charting a course for a more connected, modern, member centric organisation.
The success of this strategy engagement led to numerous other engagements, such as proposition design, strategy implementation and business planning process design, new ventures and member value proposition assessment.
- A new purpose, strategy and operating model
- Very strong alignment across all levels of the organisation with clarity of focus
- Grounded in member and sustainability
- Strategy success led to multiple engagements
It did not feel like we had a consultant working with us but rather an experienced member of the team that was able to guide and encourage us to land on our strategy. A strategy we were in control of and could own once it had been endorsed.
Chief Executive, NZAA
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