client stories

We have worked with over 100 organisations and our clients include government agencies, territorial authorities / local government organisations, private enterprises, and industry associations.

We were thrilled with what our clients told us In our 2018 Client Satisfaction Survey - 90% said that they were very satisfied with our work, with the balance of 10% saying they were satisfied.  For us, this feedback validates our deep commitment to exceeding the expectations of our clients in each and every engagement.

Below are just a few examples of the many ways that we have helped our clients.

design

Aligning Skills and Resources to Organisational Strategy - for a local government agency

When the Chief Executive of a local government organisation needed to identify the skills and roles required to deliver on a newly adopted Long Term Plan, they asked ForeConsulting for help.  We conducted a review of the current skills and resourcing, an analysis of what would be required in the future to deliver on the new strategic priorities, and developed the change process.  Our work included

  • engaging staff through a series of focus groups and interviews

  • identifying the skills required and working with the Chief Executive to design a new structure and roles

  • developing a formal organisational change proposal

  • providing assistance during the consultation phase

  • assisting with the finalisation of the structure and roles; and

  • providing implementation support.

Transforming Technology Services - for a public sector agency

When the Chief Digital Officer of a large public sector agency wanted help to design and implement a new operating model and organisation structure, they asked ForeConsulting for help.   The traditionally organised technology group was re-positioned to align with the broader organisation strategy and focus internal resources on higher-value strategic work.  This included increased use of vendor as-a-service offerings for more transactional services.  We provided a multi-disciplinary team, supplemented with internal external resources, to

  • undertake a current state assessment of the technology services business unit

  • develop a future state operating model

  • create a formal organisational change proposal and decision documentation, including proposed position descriptions

  • manage the implementation of the new operating model and structure, including providing oversight of an appointment process for internal and external applicants; and

  • manage the transition from the current to the new structure.

Aligning Organisation Structure with Strategy - for an advocacy organisation

When the newly appointed Chief Executive of an advocacy organisation wanted to review the organisation’s structure and ensure it was aligned with its strategy, they turned to ForeConsulting for help.  We provided a team to

  • design the proposed structure with the Chief Executive and leadership group

  • develop a formal organisational change proposal

  • provide communications/consultation assistance, support and advice

  • assist with the finalisation of the structure and roles (including drafting Position Descriptions); and

  • provide implementation support.

 
projects
 

Establishing a Contestable Infrastructure Fund - for a regional council

When a regional council needed advice and support to manage a $40 million contestable infrastructure fund, they asked ForeConsulting for help.  We led the establishment of the project to manage the fund and provided advice and support throughout the life of the project.  Working with internal staff and external advisors we

  • led the establishment of the project (including the governance framework, project collateral development and advice on project planning and resourcing)

  • developed a number of project outputs

  • provided coaching and mentoring support to the project manager, team and project board as the project progressed; and

  • provided ongoing strategic advice about the project.

Implementing a new Operating Model and Organisation Structure - for a public sector agency

When the Chief Executive of a public sector agency needed advice and support to transition to a new operating model and structure to help the agency improve its performance, they asked ForeConsulting for help.  The project ensured the agency’s new structure came into effect on time and in a way that was consistent with the organisation’s new values – how the work was done was as important as the work that was done. 

The transition project involved bringing together and overseeing the following business streams

  • project management – including project management, communications and stakeholder management

  • people – including recruitment, departing staff, inductions, and training and development

  • business continuity – including strategic planning, reporting, operating model/knowledge transfer and business planning; and

  • systems and logistics – including facilities and administration, payroll, ICT/knowledge management, and finance.

 

Developing and Implementing Strategy and Structure - for a public sector agency

When the Chief Technology Officer of a large public sector agency needed advice and support to develop an ICT Strategy and then transform their team to implement the strategy to move the team from a traditional ICT structure to a DevOps structure, they asked ForeConsulting for help.  Leading a multi-disciplinary internal team, we

  • designed an overall change process

  • facilitated workshops with > 100 managers and staff to gain their input and engagement

  • worked with the Chief Technology Officer (CTO) to develop the ICT Strategy

  • designed a proposed structure with the CTO and a Deputy Chief Executive and developed / led the formal organisational change proposal

  • provided assistance during the communications/consultation phase; and

  • provided implementation support

Refreshing the Organisational Values to Support a New Business Strategy - for a port company

When a port company wanted to define a shared set of values to underpin the business and enable the delivery of the new vision and business strategy, they asked ForeConsulting to help. 

 

The values needed to represent the board, executive team and staff and their view of what they stand for as individuals and as a group. Our work included

  • conducting interviews with Board and Executive Team members

  • facilitating a process of workshops and consultation with a staff

  • collating input and provided guidance in the identification of a set of non negotiable behaviours

  • reporting to the Executive Team and Board; and

  • preparing communications to engage the whole organisation.

Implementing a new organisation structure - for a crown entity

When a crown entity reviewed their structure to ensure the strategy, structure, staff, skills, style and systems were in place to embed shared values and deliver meaningful and successful outcomes for the future they needed help to implement their new operating model, they asked ForeConsulting for help.

To support them we managed the high-level programme plan including

  • Workstream project plans that identified tasks, responsibilities, resources and milestones

  • Facilitating workshops to define new processes and procedures

  • Governance group meeting management and support

  • Stakeholder and communications plans

  • Capability and capacity requirements to support the new model.

 
advice

Organisational Advice & Support - for a public sector entity

When a public sector entity needed operational support and advice, they asked ForeConsulting for help.  This support included

  • undertaking an independent review and making recommendations about the effectiveness and efficiency of the council’s governance policies in relation to the national office, and of the achievement of the Council’s statutory purposes and functions through the national office

  • providing advice and support to the Chief Executive about various human resources matters; and

  • providing support and advice for the smooth and effective succession of the long-standing Chief Executive. 

 

Executive Advice on a Significant IT Investment - for a public sector agency

When the Chief Digital Officer of a large public sector agency needed executive leadership support for a significant multi-million dollar IT investment, they asked ForeConsulting to help develop an executive level investment paper.

We were able to bring our extensive strategic technology, executive level and public sector experience to develop an investment paper that provided the executive team with the right level of information to be able to consider and sign-off on the investment.  Our work included

  • working with technical and finance staff to understand and develop the detailed investment case

  • working with the Chief Digital Officer and their team, as well as the executive sponsor, to develop an investment paper; and

  • developing an executive briefing presentation to supplement the paper.

Advising on a Response to a Sustainability Review - for a tertiary education institution

When a tertiary education institution required support and advice responding to a sustainability review conducted for a national funding agency by a large consulting firm, they asked ForeConsulting to help.  Our work included

  • coordinating the project to respond to the findings of the review

  • facilitating the development of summary response materials

  • developing a draft workforce plan to support the learning delivery plan developed in response to the review; and

  • providing general advice and support as required to the institution's Chief Executive and leadership team. 

review
 

Reviewing a Corporate Services function - for a regional council

When the Chief Executive of a regional council wanted to review their corporate services function and ensure that it was fit for purpose, they asked ForeConsulting for help.  New strategic priorities and external expectations had been introduced.  These included a requirement for a stronger regional focus and the introduction of new health and safety legislation.  The ability of the function to support efficiency improvements and the implementation of new policies, systems and processes had not been formally reviewed in some time.

 

We undertook interviews, workshops and analysis to identify the needs of key customer and stakeholder groups and made recommendations for improvement in relation to

  • how work is planned and prioritised

  • the required skills and resources levels

  • the performance of supporting systems and processes; and

  • how the team operated e.g. leadership and behaviours.

 

Undertaking an Independent Review - for a regional council

When a regional council wanted to understand how well a number of sensitive contracts were performing, they asked ForeConsulting to undertake an independent review.

 

We were able to bring our extensive commercial and public sector experience to assess performance and provide pragmatic recommendations for the regional council to consider.  Partnering with a technical expert, we led the review and

  • interviewed internal and external stakeholders within New Zealand and internationally

  • assessed contract outputs and other relevant material

  • developed recommendations for the regional council to consider; and

  • developed a succinct report for council staff and councillors.

Improving Leadership Team Performance - for a private sector organisation 

When the Chief Executive of a private sector organisation, which had grown rapidly by acquisition of similar businesses across New Zealand, wanted to assess the performance of their leadership team, they asked ForeConsulting to undertake a review.

 

We brought our extensive leadership, management and private sector experience to assess the performance of the leadership team and provide the Chief Executive with pragmatic recommendations to improve the performance of the team.  Our review included

  • in-depth interviews with each member of the leadership team, including the Chief Executive

  • reviewing executive position descriptions and the current business strategy / plan; and

  • developing a succinct report for the Chief Executive, including assessments for each member of the leadership team and recommendations at an individual and team level.

governance
 

Independent Board Member -  for a regional council

When a regional council needed an independent programme board member to provide advice and guidance in relation to a regionally significant programme, they asked ForeConsulting for help.  We were able to bring our experience of working with, and being a member of, project and programme boards to enhance the operation of the programme board.  Our work included

  • providing advice and support about the structure and terms of reference for the board

  • providing input into the programme agenda and content of board papers

  • attending monthly programme board meetings – providing advice and direction at each meeting; and

  • providing advice to the board chair and programme director outside the board meeting cycle.

Independent Board Member -  for a public sector agency

When a public sector agency needed an independent project board member to provide external advice and guidance in relation to a nationally significant project, they asked ForeConsulting for help.  We were able to bring our specific sector experience, along with experience of working with, and being a member of, project and programme boards to enhance the operation of the programme board.  Our work included

  • attending monthly project board meetings – providing advice and direction at each meeting

  • reviewing business cases and related materials; and

  • providing advice to the board chair and project director outside the board meeting cycle.

Appointing a New Chief Executive - for a public sector entity

Having provided organisational performance support to a public sector entity for a number of years, ForeConsulting were asked to provide advice and support in relation to their search for the first new Chief Executive in a generation.  Our work included

  • working with the Chair and Executive Committee of the entity's governance group to identify the skills and experience being sought in a new Chief Executive

  • conducting the advertising and search process

  • providing advice on shortlisting candidates for interview and supporting the interview panel

  • facilitating the process for the preferred candidates to present to the entity’s full governance group and for the group to confirm its preferred candidate; and

  • supporting the Executive Committee to successfully conclude negotiations with the preferred candidate.

facilitation
 

Facilitating a Cross-Organisation Workshop - for a regional council

When a regional council needed an independent facilitator to lead a large two-day workshop, they asked ForeConsulting for help.

 

We were able to bring our facilitation and leadership experience to help plan the workshop, facilitate the workshop and drive the required outcomes.  Our work included

  • working with client staff to develop the workshop programme

  • facilitating the overall programme and a number of individual sessions, including panel discussion sessions; and

  • adapting the programme throughout the two-days to ensure required outcomes were delivered.

Improving Relationships Between Teams - for a public sector agency

When a public sector agency wanted to improve the working relationship between two management teams, they asked ForeConsulting for help.

We applied our facilitation and leadership experience to help devise a number of facilitated workshops with the two management teams to help them gain a common understanding of their strengths and weaknesses and develop a shared work programme.  This included

  • supporting the executives to understand the current challenges and desired outcomes from the workshops

  • supporting client staff to devise the approach and format of each workshop; and

  • facilitating workshops with each management team and a combined session with both teams.

Managing through Change Workshops - for a public sector agency

When a public sector agency went through a transformation and moved to a new operating model they wanted to provide support for people to navigate their way through the change, so they asked ForeConsulting for help.

We facilitated change workshops for the leadership team, managers and staff supporting them to

  • articulate the key drivers for the change and the key messages for the organisation.

  • identify their own strengths and capabilities and how to leverage them to successfully lead the change

  • describe the normal and predictable emotional journey associated with change

  • provide managers with the skills and tools to support their teams through the process; and

  • identifying strategies to manage risks and challenges.

  • build resilience.

 

ForeConsulting offer bespoke and tailored workshops and coaching to support executive teams, managers and staff through the change process.

resources
 

As highly experienced practitioners with significant industry we often undertake interim assignments for our clients in senior leadership roles as well as undertaking specific project related roles.  Our assignments have included 

  • Chief Technology & Digital Services Officer - for a public sector agency

  • Chief Technology Officer - for a public sector agency

  • Deputy Chief Executive - for a public sector agency

  • General Manager, Human Resources - for a public sector agency

  • General Manager, IT Services - for a public sector agency

  • General Manager, Organisation Development - for a public sector agency

  • ICT Manager - for a private sector organisation

  • Programme Director - for a public sector agency;

  • Project Manager - for a regional council; and

  • Project Manager, Organisational Development, for a public sector agency.

coaching
 

Understanding and developing personal brand - for a private sector senior leader

When a private sector senior leader decided they were ready for their next step we worked with them to understand their offer to the market and develop their personal brand.  We used a process to help them identify the values and organisational culture that are important to them. 

We supported them to

  • Understand their own values and motivations 

  • Articulate their strengths and capability

  • Develop a CV that reflected their skills and experience and aligned to the market

  • Develop a plan and approach to the market

  • Update and get the best from their LinkedIn profile; and

  • Design a cover letter template that could be adjusted easily for different roles.