Karen, Louanne, Julia,

A note on the additional work done to close Phase One and our proposal for the shape of Phase Two from here.

Phase One:

Additional Cycles

Two onsite sessions plus three remote minis. The number of days in live sessions was as scoped, but preparation, production, and setup were rightly increased, and additional ground was effectively brought forward from later phases.

We are suggesting that to close Phase One properly, it does full justice to where the thinking landed and ensures we reach the June milestone with tools that fully recognise that.

By tools, we mean the visual devices and supporting documentation that will guide teams to work on the right things - shape solutions, design processes, align structures, and deliver the vision.

Without that bridge between strategy and execution, the risk of misalignment during launch is high.

What we propose to deliver:

• Future Model: updated to hold the wider ambition, across all horizons. A sister set of corporate narratives can be used to tell the stories of the Vision, Mission, Purpose, and Direction to the chosen audiences (Internal). This language will embrace the spirit of the new brand but recognise any embargoes on it.

• The Strategic Framework: redesigned and highly visual, so the twin tracks hold together and tell the critical story of the current and future business strategy

• Framework Integrity: primary objective alignment plus a complete set of supporting objectives with evidence points and measures of achievement - Modular Refresh: revision of the modules affected by the elevated vision

• Standalone Decision Framework: that leadership can use without Group Partners in the room, and that demonstrates the logic to first-time viewers. (Internal Audience)

• The Life Cycle: full expansion of the lifecycle concept (beyond the talent lifecycle)

• Help and User Guidance: Written guidance equipping leaders to use the tools effectively

• Market Framework*: Optional to discuss

*The market framework introduced in the final session stood as a valid litmus test for the talent industry vision. Drake is best placed to run the broader assessment that validates the assumptions underneath it. If it's useful, we can build a sister framework to sit alongside. Optional rather than core.

Phase Two:

The Role We'd Play

Group Partners' role in Phase Two is to serve as the team's objective conscience. Structured, bounded, remote where possible, in the room where it matters, armed with insight from the ongoing assessments.

The work runs in two parallel streams.

Overlaying Phase One/Phase 2a: Readiness for Launch

The period around June 4. Equipping leadership, country heads, and the broader team to take the story out to the workforce. Coaching plus the practical communication material that makes the story usable.

Included:

• Stakeholder Regroup: One onsite session, pre or post June 4

• Counsel and Support: Remote coaching across leadership and country heads

• Communications Material: (standard*) static graphics, supporting documentation, reference pack and leave-behind, consistent with the brand platform and strategic narrative

*Standard here means static graphics and documentation. Beyond this, and with agreement, we can create interactive tools, 3D visuals, animated sequences, Cinema4D™, and microsite builds, which are possible and would be priced separately, as and when agreed. This would equip the operational roll-out

Phase 2b: Sustaining the Programme

The longer arc. Strategy moving from formation into execution, and staying honest as operational change begins.

Included:

• The Drake Blueprint: for the future and current business, against which capabilities needed can be fully assessed, the position today understood, strengths, weaknesses, and gaps identified, and plans made for addressing immediate requirements

• Experience Framework: depth added to the expanded lifecycle with jobs to be done, expectations, moments of truth, touchpoints, and experiences, mapped to services and solutions, with supporting guidance

• Assessments/Health Checks: the creation, management, and analysis of periodic assessments covering capability and strategy, run quarterly (two across this year)

• Strategic Regroup: One further onsite session for check-in and alignment

• Remote counsel throughout.

How Phase Two Maps to the Objectives

Primary Objective.

Create and launch a strategic assessment for periodic check-ins, feedback, and lessons learned. Delivered through 2b.

Leadership and Culture (SO).

Arrive at June 4 aligned and equipped, then sustain that alignment as operational change begins. Delivered through 2a and sustained through 2b.

Capability Maturity (SO).

Develop the blueprint for the future and current business, assess the capabilities needed, strengths, weaknesses, and gaps, then build the plan to close them. Delivered through 2b.

Talent Ecosystem Foundation (SO).

Build depth into the expanded lifecycle by mapping jobs to be done, expectations, moments of truth, touchpoints, and experiences to services and solutions. Delivered through 2b.