Andrew Constable MBA, LSSBB

Name: Andrew Constable MBA, LSSBB
Address: Leicester, GB
Telephone: +447966686892

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Awarded Top Voice 2023 & 2024 Thinkers360 🏆, the world’s largest and premier marketplace for B2B thought leaders and influencers.

Strategic Advisor to CEOs | Board Member, International Association for Strategy Professionals (IASP) | Transforming Strategy into Results | Deep GCC Experience | EFQM Improvement Expert | BSMP | K&N XPP-G | ROKs KPI BB I’m an MBA-qualified strategist, with experience across industries, such as blue chip companies, such as IBM, Symrise AG, Informa PLC, NEC, and Roche, to name a few, with accreditations in:

- The Palladium K&N Strategy Execution Premium Process (XPP)
- BSI Balanced Scorecard Master Professional (BSMP)
- ROK's KPI Black Belt
- BSI Strategy Execution Professional (SEP)
- BSI OKR (OKR-P) and KPI Professional (KPI-P)
- Blue Ocean Strategy Practitioner
- Senior Strategyzer Coach Certified
- Senior Leanstack Coach Level 3 Certified
- Lean Six Sigma Blackbelt. What I Do:

Strategy Formulation – I leverage XPP, Blue Ocean Strategy, Play-to-Win (PTW), and BSI’s 9-step process to architect actionable, differentiated strategies. Execution Excellence – From cascading Balanced Scorecards to robust KPI and OKR systems, I ensure strategy turns into sustainable results. Business Innovation – I guide organisations in reimagining how they create, deliver, and capture value with frameworks like Lean Startup and Strategyzer. Is this you and your organisation? 👇

As the leader of your organisation, team, or department, your goals are clear:

• Deliver exceptional value to your customers
• Keep your team focused, motivated, and inspired
• Maintain a balance between performance and organisational health
• Align with long-term purpose and ensure sustainability
…and so much more

Even with a plan in mind, unexpected challenges often arise, derailing progress and keeping your organisation from reaching its full potential. Research shows that nearly two-thirds of strategic plans fail. To overcome these odds, you need an actionable and inspiring strategy that resonates with your employees and stakeholders. I specialise in helping companies create and execute strategies and design winning business models that achieve this. When we work together, I’ll support you in sharpening your strategic and innovation skills, helping you define, refine, and implement the right plan for your organisation. Whether it’s fine-tuning your current strategy or starting fresh, I bring proven tools and structured steps to guide the process. We’ll identify your pain points and uncover your most significant opportunities. For collaborations and inquiries, [email protected]
Explore more at: www.visualisesolutions.co.uk

30/10/2026

Starting improvement initiatives is easy.

Finishing them — and realising the benefits — is where organisations struggle.

The EFQM Certified Performance Improvement Practitioner course is designed to change that.

At its core is RADAR:

☑ Results
☑ Approach
☑ Deployment
☑ Assessment
☑ Refinement

Built on more than 35 years of experience with high-performing organisations, RADAR provides a structured approach to improving and sustaining organisational performance.

Participants will:

↳ Learn to apply RADAR from strategy through to ex*****on
↳ Practise with a real-world case study
↳ Prioritise the improvements that matter
↳ Understand the human factors behind sustainable change
↳ Build the discipline to take improvement initiatives through to completion

The goal isn't to keep starting.

It's to start finishing.

5-day course + final EFQM certification exam.

Sign up here: https://lnkd.in/e5gnqxax

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

27/10/2026

Strategy is a Hypothesis. Not a Guarantee.

Too often, we see leaders treat strategy like a master plan—set it, cascade it, execute it. But here’s the hard truth:

Strategy isn’t a blueprint. It’s a bet.

You’re betting on:
✔️ Where to play
✔️ How to win
✔️ What capabilities will drive outcomes

But none of it is proven until you execute.

That’s why ex*****on ≠ just doing.
Ex*****on = learning.

A great strategy isn’t about having all the answers—
It’s about asking the right questions… and having the courage to test your assumptions.

At the heart of agile strategy is a continuous loop:
🔁 Plan → Execute → Learn → Adapt

Frameworks like Palladium’s Ex*****on Premium Process (XPP) build this loop into the DNA of strategy. Tools like strategy maps and Balanced Scorecards aren’t just for alignment—they’re strategic learning systems.

They help you ask:
🔍 Are customers reacting the way we expected?
🔍 Are we actually creating a competitive advantage?
🔍 Are our efforts driving meaningful, measurable impact?

Roger Martin said it best: “A plan is not a strategy.”
Planning is comforting. Strategy is risky. Because strategy is a set of choices you make without certainty.

That’s why strategic ex*****on isn’t about flawless delivery—it’s about rapid discovery.
You don’t execute to confirm your genius—you execute to find out what’s true.

So, at your next strategy meeting, try this:

Ask:
👉 What assumptions are we making?
👉 How will we know if they’re true?

Because the real value of strategy doesn’t lie in the elegance of the plan—it lies in the speed and humility of your learning.

Strategy is not static. It's a discovery process.

23/10/2026

In strategy, understanding the distinction between scenarios and forecasts can be crucial to achieving long-term success.

The distinction is this:

☑ Forecasts → What is likely to happen
↳ Based on historical data, trends, and expected developments
↳ Provides a single probable outcome
↳ Often used for budgeting and short-term planning

☑ Scenarios → What could happen
↳ Considers multiple possible futures based on key uncertainties
↳ Helps organisations prepare for different potential outcomes
↳ Critical for long-term strategic resilience and stress testing

While forecasts help navigate the near future, scenario planning equips organisations to anticipate shifts, adapt strategies, and stay ahead in an unpredictable world.

P.S. If you like content like this, please follow us 🙏

19/10/2026

Most companies don’t have a strategy.

They have goals.
They have metrics.
They have wishful thinking.

But not strategy.

☑ Strategy is not a plan
☑ It's not a mission statement
☑ It’s not “let’s be the best at everything”

Here's what an actual strategy looks like as defined by Roger Martin

↳ an integrated set of choices
↳ that uniquely positions your company
↳ to deliver sustainable advantage and superior value
↳ relative to the competition

It’s not about doing more.
It’s about doing what others can’t easily copy.

Want to make this work?

Start with the only two questions that matter:

1. Where will you play
markets, segments, channels – be surgical

2. How will you win
cost, differentiation – or both – be deliberate

Most teams fail here because they try to win everywhere.
Real strategy forces trade-offs.
It says no. Loudly. Repeatedly.

Because in the end, sustainable advantage comes from:

↳capabilities others can't replicate
↳systems that reinforce each other
↳relentless focus on being great at the right things

Not everything. Just the right things.

Stop confusing ambition with strategy.
Start designing how you win.

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

13/10/2026

Michael B**r, a Harvard Business School professor, identified six key barriers that quietly undermine organisational strategy ex*****on.

These "Silent Killers" prevent businesses from achieving their full potential.

☑ Unclear or Conflicting Strategic Priorities

↳ Misaligned goals confuse employees and dilute focus.

☑ An Ineffective Senior Team

↳ Dysfunctional leadership undermines collaboration and trust.

☑ A Top-Down or Laissez-Faire Leadership Style

↳ Overbearing or disengaged leadership limits innovation and buy-in.

☑ Poor Vertical Communication

↳ Fear or bureaucracy prevents honest feedback, leaving leaders in the dark.

☑ Poor Cross-Functional Coordination

↳ Silos and unclear responsibilities create inefficiencies and delays.

☑ Inadequate Leadership Development

↳ A lack of skilled leaders weakens change efforts and momentum.

How to Overcome These Killers

B**r emphasises the importance of an open and honest dialogue to address these barriers:

- Clarify priorities to align the organisation.

- Build cohesive leadership teams that foster trust and collaboration.

- Encourage two-way communication for transparency and feedback.

- Break down organisational silos to improve coordination.

- Invest in leadership development to ensure long-term success.

Strategy is only as strong as its ex*****on. Identifying and addressing these barriers is critical to driving meaningful progress.

Ps If you like content like this, please follow us 🙏

12/10/2026

“What gets measured gets managed.”

It is commonly attributed to Peter Drucker.

But there is a problem:

Most organisations measure far too much — and manage far too little.

☑ More dashboards.
☑ More KPIs.
☑ More reports.
☑ More meetings about the reports.

Yet more measurement does not automatically mean better management.

The real question is:

Are you measuring what actually drives performance?

↳ Customer outcomes, not internal activity.
↳ Value created, not hours worked.
↳ Decisions made, not meetings held.
↳ Problems solved, not emails sent.
↳ Progress against strategy, not convenient vanity metrics.

Because the wrong metric can be worse than no metric at all.

It gives poor performance the appearance of control.

A useful measurement system should do three things:

Show where you are.
Reveal where performance is drifting.
Trigger a decision or action.

If a KPI does none of those things, question why you are measuring it.

The best organisations do not have the most data.

They know which data matters.

Measure less.
Understand more.
Act faster.

That is management.

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

09/10/2026

That’s a wrap.

After almost three weeks away from home, today marked the final day of programme delivery in the Middle East.

Over the past few weeks, I’ve had the pleasure of delivering the Strategy Ex*****on Professional and CXO programmes with Informa Connect Academy across Abu Dhabi 🇦🇪 and Riyadh 🇸🇦 .

Well done to all the delegates, and thank you for your engagement and contributions throughout, thanks also to Giblert Gagalac for help this week.

It’s been a pleasure working with both groups.

Now, back to the UK until Wednesday, then onto Germany and Austria.

06/10/2026

Great to be here in Abu Dhabi 🇦🇪 with Informa Connect, talking all things strategy.

From making the right strategic choices to turning those choices into action, it’s been great working with another fantastic group.

Always enjoy being back in the UAE!

02/10/2026

After a great week in Riyadh, I’m now in Abu Dhabi 🇦🇪

Looking forward to delivering the CXO Programme with Informa Connect Academy over the coming days, working with senior leaders on strategy, leadership and ex*****on.

Always great to be back in the UAE!

24/09/2026

Many organisations struggle to realise their strategic ambitions because of one critical issue: the value gap.

This value gap is the difference between where your organisation is today and where it wants to be strategically.

Closing it isn’t just about better planning—it’s about executing strategy effectively.

☑ Understanding the Value Gap
↳ The value gap represents untapped potential, not just underperformance.
↳ Closing it unlocks what’s often called the "ex*****on premium"—improved financial results, customer satisfaction, and operational efficiency.

☑ The Role of Strategic Initiatives
↳ Process optimisation: streamline operations and reduce costs.
↳ Capability building: develop new skills and competencies.
↳ Technology Integration: Utilise technology to enhance productivity and service delivery.
↳ Cultural transformation: align organisational culture with strategic goals.

☑ Using the Balanced Scorecard to Close the Gap
↳ Outcomes: deliver financial, social, and environmental results.
↳ Stakeholders: maintain trust and deliver value.
↳ Processes: optimise for operational excellence.
↳ Enablers: build and sustain essential capabilities.

☑ Key takeaways for leaders:
↳Strategy without ex*****on is wasted potential.
↳Aligning operations with strategic goals is essential to long-term success.
↳Continuous improvement—performance reviews, feedback, and innovation—is non-negotiable.

The organisations that master ex*****on don’t just survive—they thrive, unlocking growth, innovation, and long-term sustainability.

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

Address

Leicester

Telephone

+447966686892

Website

http://www.visualisesolutions.co.uk/

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