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"Recent research published in the Harvard Business Review suggests that organizations on average deliver only 60% of what their strategties promise. More than one third of these companies acheived less than 50%. Worse yet, the causes of the strategy to performance gap appeared to be all but invisible to top management. The bottom line: organizations continue to struggle to connect strategy formulation to strategy execution."
- Dave Norton, BSC Developer


Sample Client Consulting Experience
Timothy Henry has been responsible for leading the development of clients and assignments in a variety of areas. Recent examples include the following:
  • For a leading Internet Service Provider, worked with the CIO and their new team to drive a major change in organizational direction for the over 1000 employees in the technology group. The challenge was to drive a focus on strategy execution at a time when the industry and the organization were undergoing enormous change. The work involved building a clear strategy execution map that balanced short-term delivery of results with medium term execution of the strategy. This included the development of a Balanced Scorecard, developed at various levels in the organization, to track the strategy execution. This involved a major cultural change and quickly building support for the changes in direction with the top 2 levels of the organization.
  • For a dominant regional accounting firm; worked with the CEO and executive leadership team to develop a strategic direction and a focus on strategy execution after a series of mergers had more than doubled the size of the firm in 3 years.  The work involved building a common strategic and operational platform from which to continue to rapidly grow the firm. It also included building consensus at multiple levels of the organization, among the partner community and the staff, to focus on strategy execution and building a “great place to work” as a distinctive competitive advantage in an industry that has seen major changes since the fall of Anderson and the Sarbanes Oxley Act.
  • For a rapidly growing professional service firm( 20%+ per year), set the strategic direction and execution framework, to enable continued rapid growth.  This included balancing the execution of the strategy with the development of the core infrastructure to support the firm’s growth. In addition, served as ongoing leadership coach to the co-managing partners in the execution of the plan.
  • For the marketing division of a major Oil and Gas company worked closely with the President of the business to build a single organization from different parts of the business following a recent wave of mergers and acquisitions (6 different organizations in less than 4 years).  Issues focused on clarifying the strategy implementation plan based on the Balanced Scorecard, building greater organizational buy-in to the new direction for the firm and working individually with the top 70 managers to build personal leadership development plans to lead the change in the new organization.
  • For a leading global chemical company, worked closely with the CEO and Senior Management team to develop a large-scale transformation program. The organization was matrixed across 8 SBUs in Europe, Asia and The Americas.  The goal of the work was to create a transformation framework that aligned the various SBUs and geographies while allowing room for individual business and geographic differences.
  • Assisted Senior Team of a leading computer client in developing a new strategic vision and mission statement that were translated into a Balanced Scorecard Management System. The Scorecard was rolled out to three levels in the organization. This included analyzing the growth strategy for moving to an internet-based market approach
  • Worked with the Senior Leadership team at a Regional Telecom Provider to develop a Balanced Scorecard Management System. This included the design of the executive compensation system and its integration with Balanced Scorecard Management System
  • Development of a Strategic Management System for a leading software provider. The project included the translation of recent scenario planning into an actionable Balanced Scorecard-based management plan that could be immediately linked to senior management compensation