Call it joining the dots, silo-hopping, ideas and partnership or as the business management textbooks call it 'strategic process and organisational development'. These are two sides of the same coin and in our view one with out the other adds up to...not a lot.
This is a process of exploration and evaluation of the possibilities with client groups and wider interests to search for and agree on an ambitious yet achievable vision of the future. It is a combination of building on what is already there and looking at success stories from elsewhere. To help us with this we use a number of strategy and brand models from the business and retail world, drawing on our past experience at international retail branding consultants 2020.
This culminates in an agreed statement capturing the purpose, vision and values of a place, the strategic thrust (ie competition context - or 'how do we beat the internet and out of town shopping') and a set of time-phased objectives that all of the core stakeholders can get behind.
Paddington Waterside Partnership is a good example of this).
In our experience organisational development breaks down into three core elements:
The culmination of our work is to put in place a new or improved organisation or partnership that has: