THE OUTSIDE VIEW
They experience you.
The Outside View is a focused strategic engagement designed to help leadership teams step outside their organisation, see what they've become too close to notice, and identify the opportunities hiding in plain sight.
START A CONVERSATION →MOST BUSINESSES DON'T HAVE AN IDEAS PROBLEM.
They have a connection problem.
Marketing is improving marketing.
Digital is improving digital.
Customer Experience is improving customer experience.
Operations is improving operations.
Technology is implementing technology.
Everyone is working hard to make their part of the business better.
But your customers don't experience those parts separately.
They experience one business.
And often, the greatest opportunities aren't sitting neatly inside a department.
They're hiding between them.
THE CLOSER YOU ARE, THE HARDER IT IS TO SEE.
When you spend every day inside an organisation, you inevitably learn to see it the way the organisation sees itself.
You know the structure.
The history.
The politics.
The reasons things work the way they do.
Your customers don't.
They simply experience what you've created.
The Outside View creates an opportunity for your leadership team to temporarily step outside the system and look back at it from a different perspective.
What's working?
What's disconnected?
Where are customers getting lost?
Where is effort being wasted?
What are you doing simply because you've always done it?
And where is the opportunity everyone has become too close to see?
THE EXPERIENCE IS THE BUSINESS.
I've spent much of my career working in the spaces between traditional business functions.
Brand.
Customer experience.
Digital.
Marketing.
Innovation.
Technology.
Culture.
Strategy.
I've learned that some of the biggest opportunities appear when you stop treating these things as separate disciplines and start looking at the experience they collectively create.
A brand promise means very little if the customer experience contradicts it.
A digital transformation means very little if it makes life harder.
A customer strategy means very little if the people delivering it don't believe in it.
Everything connects.
The Outside View helps you see those connections.
SEE. ALIGN. ACT.
Every organisation is different, so the exact shape of the engagement changes depending on the challenge. But the process is deliberately simple.
SEE
We begin by looking at the organisation from the outside in.
I review the existing experience, strategy, customer journey, brand, digital ecosystem and relevant business context.
I speak with the people closest to the problem.
And I look for the gaps, contradictions, assumptions and overlooked opportunities that are difficult to see when you're inside the system.
ALIGN
We bring the right people into the room.
Through a facilitated leadership session, we explore what I've observed, challenge some of the assumptions behind the current experience and identify where the greatest opportunities lie.
Not fifty opportunities.
The few that actually matter.
ACT
We turn those observations into a practical set of priorities.
What should change?
What should stop?
What should connect?
What should you experiment with?
And what could have a disproportionately large impact on the experience you're creating?
You leave with a clearer view of the business and a focused path forward.
THE SCOPE DEPENDS ON THE ORGANISATION AND THE PROBLEM.
It might include:
Or, more commonly, the connections between several of them.
The point isn't to diagnose your business through a predetermined discipline.
It's to work out what's actually getting in the way.
NOT A HUNDRED-PAGE STRATEGY THAT DISAPPEARS INTO A SHARED DRIVE.
A DIFFERENT PERSPECTIVE ON THE BUSINESS.
A clear articulation of what's working, what's disconnected and what's being overlooked.
A SMALL NUMBER OF HIGH-VALUE OPPORTUNITIES.
The areas where change could create the greatest impact for customers and the business.
A SHARED LEADERSHIP VIEW.
Alignment around what matters and why.
A PRACTICAL PATH FORWARD.
Clear priorities, provocations and recommended actions your team can begin working on immediately.
FOR LEADERSHIP TEAMS WHO KNOW SOMETHING NEEDS TO CHANGE.
The Outside View is designed for leadership teams who know something needs to change but aren't necessarily sure where the real problem sits.
You might be experiencing slowing growth.
Changing customer expectations.
A fragmented experience.
A brand that no longer reflects the business.
A major transformation.
New technology.
Organisational silos.
Or simply the feeling that the business could be significantly better than it currently is.
Sometimes you're too close to the organisation to see what's actually happening.
That's where I come in.
THE THING ORGANISATIONS TEND TO HIRE ME FOR IS PERSPECTIVE.
I've spent more than two decades helping organisations see things differently.
I've worked across industries, functions and markets with organisations ranging from global brands to startups.
I've helped transform customer experiences, rethink brands, create new products and services, build innovation programs and challenge assumptions that entire categories had learned to accept.
My work has contributed to sustained double-digit growth, significant new revenue and savings, dramatic improvements in customer experience and some wonderfully unconventional ideas along the way.
But the thing organisations tend to hire me for isn't a particular methodology.
It's perspective.
I see connections other people sometimes miss.
The Outside View is a way of putting that perspective to work on your business.
A focused strategic engagement for leadership teams.
Outside-in review and discovery
Leadership conversations
Facilitated strategic workshop
Opportunity identification
Clear strategic recommendations and priorities
TO THE CHALLENGE
THE OUTSIDE VIEW IS DESIGNED TO CREATE CLARITY AND DIRECTION.
Sometimes that's enough.
Your team takes the recommendations and runs with them.
Other times, the work uncovers something bigger — a new proposition, experience, transformation or opportunity that needs to be developed further.
When that's the case, I can stay involved as a strategic advisor or build a bespoke engagement around the opportunity.
But The Outside View always begins with the same thing: