Andrew Constable, MBA, LSSBB

Do you have a real strategy or just a plan that looks like one? 

Most organisations fail because their strategy isn’t clearly defined or it isn’t consistently executed.

Leaders tell me the same thing again and again:

“We are not confident our strategy is the right one and even when it is, it’s not being delivered. 

This dual challenge - strategy design and execution - is the core problem I help organisations with. 

𝐖𝐡𝐨 𝐈 𝐖𝐨𝐫𝐤 𝐖𝐢𝐭𝐡

CEOs, Chief Strategy Officers, transformation leaders, and senior teams who want to:

↳ Clarify strategic choices and sharpen where-to-play/how-to-win
↳ Align functions and break down siloed execution
↳ Turn Balanced Scorecards, KPIs, OKRs into performance drivers—not reporting tools
↳ Build a culture of discipline, focus, and accountability using EFQM
↳ Strengthen innovation and business model design
↳ Move from “strategic plans” to measurable, sustainable results

Whether working in Europe, North America, Asia, or the GCC, these challenges show up everywhere—and the costs are universal.

𝐇𝐨𝐰 𝐈 𝐇𝐞𝐥𝐩

I partner with leadership teams in:

1. Strategy Formulation
Clear choices, evidence-based design, and actionable strategic narratives using tools like Play-to-Win, Blue Ocean Strategy, and strategic foresight.

2. Strategy Execution Systems
Balanced Scorecards, OKRs, KPI and EFQM systems built to activate action—not bureaucracy.

3. Business Model Innovation
Helping organisations reimagine how they create, deliver, and capture value using Strategyzer, Lean Startup, and evidence-based innovation practices.

My approach blends practical execution expertise with the rigour of academic research and global experience.

𝐖𝐡𝐲 𝐋𝐞𝐚𝐝𝐞𝐫𝐬 𝐂𝐡𝐨𝐨𝐬𝐞 𝐭𝐨 𝐖𝐨𝐫𝐤 𝐖𝐢𝐭𝐡 𝐌𝐞

↳ Thinkers360 Top Voice 2023–2025 for strategy / innovation
↳ International experience with organisations including IBM, Roche, Symrise, NEC, and Informa
↳ Deep expertise across strategy formulation, execution, and business model innovation
↳ 2x Master's degrees, MBA & Master of Professional Practice  + DBA candidate researching the root causes of strategy–execution failure
↳ Certified in the world's leading strategy / Innovation frameworks

Credentials matter only because they help me solve the problem that matters most:

👉 Closing the gap between strategy design and strategy delivery.

When organisations fix that gap, they move faster, innovate smarter, and sustain higher performance.

If your strategy isn’t fully translating into results, let’s talk.

📩 andrew.constable@visualisesolutions.co.uk
🌐 www.visualisesolutions.co.uk

Principal Managing Partner

We are a consulting firm headquartered in the heart of Leicestershire, UK.

We help medium-sized businesses innovate and make measurable progress towards their business outcomes so their companies thrive.

Over the years, we’ve used proven and guaranteed Innovation and strategy execution processes to generate tangible business outcomes in 12 weeks ⏱️ for companies including Roche, IBM and many others.

Our services include

Innovation Programmes 🌟
Strategy Execution Programmes 🌟
OKR Programmes 🌟
Strategic Management 🌟

Working with a budget? Let’s talk.

Andrew Constable, MBA

Most companies don’t fail because of poor strategy.

They stall because their internal systems are misaligned.

☑ Strategy says one thing.
☑ Structure supports another.
☑ Culture, leadership, and capabilities aren’t in sync.

↳ The result? Confusion. Friction. Lost momentum.

Michael Beer makes this clear: organisational effectiveness depends on a high-fit system, where every part of your business reinforces the others.

And the fix isn’t a new framework or consultant deck.

It’s open, honest, and public conversations across all levels of the org. That’s how you expose misalignment—and start closing the gap.

Key takeaways for leaders:

1. Alignment isn’t a one-and-done. It’s ongoing.
2. Silence is riskier than candour.
3. Fitness = adaptability. Not perfection.
4. Your employees see the cracks before you do.

Organizational fitness is a moving target—but it’s one worth chasing.

Is your company built to compete?

P.S. If you like content like this, please follow me.

Andrew Constable, MBA, Prof M

Strategy fails long before execution.

It fails at posture.

Most organisations don’t have a strategy problem.
They have a strategic posture problem.

Here’s what that actually means:

☑ Strategic posture is your dominant orientation.
↳ Are you aggressive or defensive?
↳ Shaping markets or reacting to them?
↳ Optimising for efficiency or innovation?
↳ Protecting the core or exploring new growth?

It reflects:
↳ Risk appetite
↳ Growth ambition
↳ Competitive intent
↳ Innovation intensity
↳ Resource allocation bias

It’s the umbrella logic behind every " where to play " and " how to win " choice.

And most leaders never make it explicit.

The 4 classic postures (Miles & Snow model):

☑ Prospector
↳ Constant innovation
↳ First-mover behaviour
↳ High risk tolerance
↳ Heavy R&D investment

Example: Tesla in its early EV push.

☑ Defender
↳ Protects core markets
↳ Cost discipline
↳ Operational efficiency
↳ Limited innovation

Example: Ryanair.

☑ Analyzer
↳ Hybrid model
↳ Defends the core
↳ Selectively innovates
↳ Follows proven breakthroughs

Example: Apple.

☑ Reactor
↳ No consistent logic
↳ Strategy by pressure
↳ Internal misalignment

This isn’t a posture.
It’s a warning sign.

Now here’s where most companies get it wrong:

They confuse posture with strategy.

Strategic posture = broad stance.
Strategy = specific choices.

Posture shapes:
☑ Investment decisions
☑ KPI design
☑ Org structure
☑ Talent profile
☑ OKRs

If your KPIs reward Defender behaviour…
But leadership declares a Prospector ambition…

You don’t have a performance issue.

You have structural hypocrisy.

That’s how the strategy–execution gap widens.

Posture must be visible in:

☑ Capital allocation
☑ Leadership behaviour
☑ Performance systems
☑ Capability building

If it’s not embedded in systems,
it’s just rhetoric.

Another lens to think about posture:

☑ Offensive vs Defensive
☑ Growth vs Harvest
☑ Differentiation vs Cost Leadership
☑ Exploration vs Exploitation

At its core:

Strategic posture is your organisation’s attitude toward uncertainty and competition.

Make it explicit.
Align systems to it.
Or accept drift.

Strategy doesn’t fail in PowerPoint.
It fails in posture.

Ps. if you like content like this, please follow me.

World Telemedia - Exhibition, Conference & Networking 

Marketing Manager

Telemedia Online

Working hard to promote all things Telemedia and get the message out there.

Our media channels target any business that wishes to engage and commercialise ‘connected consumers’ whilst they use mobile devices and telephones to respond or interact with value added service and content propositions.

We report on how carrier billing and other alternative payment platforms continue to evolve and, in partnership with Service Providers and Aggregators – form part of a dynamic ‘Telemedia’ value chain which now drives huge volumes of minutes, messages and traffic – worldwide.

Published in print and online, we’re an essential source of news and commercial information for Merchants, Brands and Content Owners – who want seamless micropayment solutions and engagement tools; that can immediately convert sales across the globally expanding range of Media, Affiliate and Advertising networks.

As a Marketing Manager at Telemedia Online and World Telemedia, I promote interactive media solutions that monetize content, drive in-app billing, and increase on-boarding for mobile value-added services. I work with a range of verticals, such as iGaming, Games, Music, Sports, Video, Dating, Media Content, Charities, Ticketing, and Educational Apps, to help them leverage the power of carrier billing and other alternative payment platforms.

With a BA in History from Leeds Trinity University, I have a keen interest in how the past shapes the present and the future. I apply this perspective to my work, as I analyze how the mobile and telemedia industry evolves and adapts to the changing needs and preferences of connected consumers. I also use my skills in online marketing, digital marketing, and online advertising to create engaging and informative media channels that report on the latest trends, news, and opportunities in the sector. My goal is to be an essential source of commercial information and guidance for merchants, brands, and content owners who want to grow their revenue and reach with seamless micropayment solutions and engagement tools.

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