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.

he Funding PartnershipUK

The Funding Partnership helps organisations with the potential to make a global impact source funding

Legal Counsel

AlgiSys, LLC - an ESG Company

member of adviosry board

The STEM Advisers Hub

Advisor

BONACCORD ECOSSE LIMITED

Bonaccord is a multi award winning law firm that works with scientists to turn their ideas into businesses.  We have particular expertise in the life science, specialty chemicals, specialty engineering and space and satellite sectors.  Our work includes company set up, employment, consultancy, intellectual property strategy, licensing, R&D collaborations, manufacturing and distribution contracts.  In addition to legal work we also help our clients source funding and the other expertise they need to build their business.  Given Patricia's global experience we have a very wide circle of contacts which our clients can access

Founder

ST. ANDREW'S CLINICS FOR CHILDREN

STACC supports healthcare for children in sub Saharan Africa

Director

Cicero - League of International Lawyers official

an international alliance of corporate law firms working together to offer our clients legal support wherever they do business

M L Macintyre Begonia Trust

Trustee

Cicero League Of International Lawyers

Cicero is an association of independent law firms

President

Solvay Pharmaceuticals

General Counsel

Ferring

I have particular expertise in the following areas:

+ intellectual property strategy and management
+ technology transfer agreements 
+ complex licensing arrangements
+ R&D collaborations between companies and academia
+ corporate structures
+ investment agreements
+ manufacturing contracts
+ international distribution

I primarily work with life science companies, businesses working in the space sector and with innovative food and drink producers but also have experience with other forms of specialty engineering and chemical businesses and have clients in other the fields such as software, publishing, and fashion.  What links all my clients is their creativity and innovation in their field.

Before setting up Bonaccord I had worked in the life science industry all over the world and with very different companies for nearly 20 years holding a variety of legal positions, including serving as General Counsel of two multinational pharmacuetical companies.  I have provided general commercial and corporate advice and have managed legal, intellectual property, public affairs and information departments.  I have served on boards, executive management committees and various project teams My clients benefit not just from my business understanding that this have given me but also my extensive international network.

  
In addition to my legal work I offer business to business mediation services.  I can help in a wide variety of disputes but have a particular interest in intellectual property, manufacturing or cross cultural disputes.  I am on the WIPO mediation panel and served as a Chair of the IBA Mediation Techniques Committee for whom I edited and coauthored a book on that subject.  I am currently Co-Chiar of the IBA Healthcare and Life Science Committee

I have been honoured with a Fellowship of the American Bar Association



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