Opportunity Development

1. Shaping the Direction for 2019 and Beyond

The business was established just under 5 years ago in anticipation of the growing demand for training pilots. It anticipated that well and is now reaching a point where the actions taken in response to that foresight are proving to have been perfectly timed. There is a powerful vision - set by the founder of the company - that is still valid today. However in the general day to day running of the business it's possible that some of that intention and direction has been lost and needs to be reignited.

Clear goals exists with very tangible targets and it's critical that everyone is on board with them and clear on what is required to achieve the outcomes anticipated. The leadership and management will be meeting together late November to discuss this - and this comes ahead of some critically important investment discussions that are developing in parallel.

Group Partners would ideally facilitate this discussion against a structured framework designed to bring everyone together, align expectations and strengthen everyones 'connection' to the vision.

Fundamentally bringing the vision and strategy to life in a way that inspires and aligns. Avoiding misinterpretation and maximising focus for the tasks.

Unfortunately it's unlikely that this is going to be possible (directly at this time) so we are exploring options for introducing the approach we take at this stage with a view to potentially engaging more directly at a later stage. In addition, by being an objective third party with no agenda or bias, but with very extensive and global familiarity with these challenges, we can really help. As a minimum we think there is value in helping to shape the structure of the discussions with the team, and potentially undertaking a review of the conclusions from the meeting.

2. Stakeholder Engagement and Strategic Planning for Investment Opportunity

Up to now this business has been self funded but to realise the vision and achieve full potential investment will be needed. This has now become a very real possibility and a significant stakeholder has come forward and begun discussions about a major investment in the company. The details are being shaped right now.

This is going to lead to further strategic discussions and planning which will need to connect back to the conclusions of the leadership team - and vice versa. That suggests further opportunities for Group Partners to provide support and engage more directly at a later stage with the stakeholders also involved.

3. Redefining Training and Capability in the Industry

One of the broader missions of the business is a dramatic overhaul of the approach to training - from conventional training to a capability based approach. This applies to the Industry more broadly than simply pilot training.

Work is already underway to develop a new model for this. It will challenge the current perceptions of training needs and - through the capability lens - introduce a much broader definition and 'curriculum' - one that takes account of more than the technical requirements (for example) to fly a plane.

Possible Scenarios

A. Design for the Biggest Picture

Even though we are unable to facilitate the forthcoming team session we can establish the programme that we could support - which starts with helping Romy shape the sessions they will have and positions that as a first stage to shaping the complete 'framework' for the business.

The broad programme could cover things like:

  • A restatement of Vision - translated in a highly communicable format - that may extend beyond the current vision

  • Establishing a baseline of the business today and what the priorities are

  • Immediate goals and targets mapped to responsibilities, milestones and measurement

  • A translation of the Vision into a visually coherent future operating model and clear roadmap that takes account of the current investment opportunity

  • The creation of a 'blueprint' for the new model for Capability

  • Stakeholder Engagement - for the co-creation of the evolution of the business and for broadening the discussion for the new Capability Model

  • New tools and techniques to support new types of capability

B. Objective input and tools for thinking and communicating

At the minimalist level we could simply develop our understanding of the vision and strategy and act as objective 'sounding boards' and providers of external perspectives.

This would include things like:

  • Helping to apply the idea of frameworks to shaping strategy and decision making

  • Developing a visual toolkit to support stakeholder engagement and communciation

  • External review and translation of strategy and plans into structured frameworks

C. Start Internal and Widen later

We could start with the business as it is today and focus solely on immediate needs - knowing that any potential to create further value will emerge in good time.

Here we would cover things like:

  • Shaping key strategic/planning frameworks for achieving current objectives

  • Supporting remotely and directly to leadership development and engagement

  • External (objective) review and translation of strategy and plans into structured frameworks

  • Follow on team workshops to develop the thinking and facilitate further action