Strategic thinking is the defining trait of successful enterprises. It is also the key strength of Barrington Consulting Group.
Established in 1994, Barrington advises boards and executives on strategy, strategic risk management, board effectiveness and executive performance. With diverse skills and highly experienced staff, the Barrington team is known for its engaged approach and for the delivery of sustainable outcomes.
Barrington is the Australasian agent for the Argenti Strategic Planning System. Proven worldwide,
Argenti delivers real results from strategic thinking.
Highlights of the Barrington Consulting Group blog appear below. For further detail on our services, please do not hesitate to
contact us.
By John Barrington
This is a short blog to finish off the earlier instalments on where boards can add value to strategy.
Strategy is about change, about cutting through and making a difference. Once the Purpose is defined and agreed by the Board, the focus turns to defining the Argenti Elephants, the strategic issues that management must address if the organisation is to prosper.
With the board agreeing the strategic issues, a set of parameters are set in place within which management may freely develop strategies.
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By John Barrington
Defining the strategic issue, and getting this right, is not only challenging and difficult, it is an intellectual and time-consuming exercise. So don’t become depressed if you’re finding it difficult. This is not a word smithing exercise; this is about getting to the absolute essence of what is the true issue to be addressed.
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By John Barrington
The Argenti Process of strategic planning not only delivers an organisation a robust strategy to deliver benefits to the owners of an organisation, it provides a proven approach to engaging the board in strategic planning. And today, boards are more engaged in strategy than ever before.
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By John Barrington
Some years ago when conducting a board performance review of an ASX200 company, one director said that he did not believe too much time should be spent on strategy. “Otherwise, all you will end up with is confused executives”.
Three years later in a follow up review, the same director observed that much more time needed to be spent during the year on strategy.
Was he right the first time, or with his revised statement?
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We are a diversely skilled collaborative team serving the executives and boards of corporate, not-for-profit, and government organisations.
We apply specialist knowledge of strategy and governance to deliver practical outcomes. Our clients talk to us when they face high impact
decisions, when they seek ways to drive financial performance, and when they want to discover the best direction for their organisation.
Our clients value our understanding of their specific needs.
