Delivering Robust Strategy Systems, Excellence in Strategy Content, Organisational Transformations and Empowered Leadership
Passing the pH Litmus Test: Evolving organisational equilibrium
pH Strategy and Leadership (pHSANDL) borrows Litmus test principles found in technical science to derive points of equilibrium in the social sciences of corporate strategy, organisational behaviour, corporate transformations, strategic change and organisational structuring.
We support organisations as they evaluate and address forces of organisational change through empathy, understanding, individual and organisational learning and nudging.
What is nudging? The enactment of empathetic, powerful change through the application of facilitation, coaching, knowledge sharing and organisational learning.
Delivery of online and in-house courses in the for of a unique Third Wave Strategy system combines with our leadership development capabilities to deliver world class strategy development solutions tailored to specific client needs.
The outcome of some 15 years of research our CALC consulting methodology is conducted in a format designed to literally reinvent the way strategy is practiced - in a good way - universally.
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The traditional role of the CFO is undergoing a transformation. The narrative in this video challenges conventional notions by advocating for a paradigm shift in the CFO's responsibilities. For more information please go to our Knowledge Platform Page here.
The intent: An investment in a two day offsite, and an opportunity for the team to bond, create and express a new vision and a new future.
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The reality: An opportunity for the CEO to squeeze in urgent business matters of the day. Then the rush begins: it starts with the tweaking of the wording of organisational purpose, mission and vision. Now limited in time there's a need to force through high level, 'on the spot' decision making by the 40% of attendees who had actually prepared for the event.
The solution: PHSANDL deploys skills in nudging to introduce a strategic management system that promises the engagement of a broad audience, informed decision making and an enabler of change that is dynamic, open, visible and accountable.
The traditional role of the CFO is undergoing a transformation, as suggested in this thought-provoking video. The narrative challenges conventional notions by advocating for a paradigm shift in the CFO's responsibilities. Interestingly, this evolution leverages existing resources within CFO teams, particularly the Management Accountants, who are facing technological disruptions of their own. Rather than rendering them obsolete, the podcast highlights how these professionals can embrace a more forward-thinking approach, focusing on future strategies rather than past practices. A full transcript of the White Paper that gave rise to the video can be found here https://www.smiknowledge.com/resources. In addition, a podcast can be found on our CSOsandbox podcast channel featured in all major podcast platforms.
Central to this reimagined CFO role is the adoption of a strategic system known as Third Wave Strategy, as introduced in the book series "Corporate Strategy (Remastered) Vols. I and II" and explained in the Corporate Strategy Master Class online coursework. This course explains how Third Wave Strategy empowers CFOs to oversee a holistic strategy system, moving beyond traditional functional duties. Importantly, this shift does not diminish the role of the Chief Strategy Officer in shaping corporate strategies; instead, it redefines the CFO's strategic involvement.
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The CSOsandbox provides a platform upon which the concept of Third Wave Strategy (video of each below) can be understood, demonstrated and applied to practice. The sandbox is supported by the concepts presented in the books Corporate Strategy (Remastered) I and II. With the sandbox as a platform our programs literally bring strategy concepts to life.
Testimony: “The SMI's Strategy Master Class has put me in an excellent position to approach my new role as Head of Strategy in a dynamic industry where I have little experience”
Accelerated strategic decision making
Accelerated corporate growth
Its one thing to wish for a powerful, dynamic future, its another to create it. Of course the skills required to steer an organisation towards that future is to:
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identify constraints that contribute to the piercing the wall of uncertainty, and
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break down the boundaries' within which the future is defined, to create memories (stories) of the future; from which dialogue can ensue, decisions made transformations commenced
Testimony: “The greatest business benefit from the Senior Leader Master Course has been my ability to inspire the rest of the team to think more strategically and to think ‘outside the square’ in terms of what the business can potentially become”