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

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.

Andrew Constable, MBA, Prof M

Health Service Executive

As part of the Digital for Care Transformation Office within the HSE’s Technology & Transformation (T&T) function, I support national digital health projects. This includes full lifecycle project management across a portfolio of initiatives aligned with the Digital for Care 2030 strategy.

‣ My role involves governance, stakeholder engagement, planning and reporting within a matrixed team. I work closely with clinical, operational and technology stakeholders to ensure alignment with programme delivery standards.

‣ I directly support the HSE’s Digital Health Capability Programme, including the development of the Digital Health Learning Passport – an eLearning suite covering: Digital Health Literacy; Data Literacy; Digital Health Clinical Safety; Virtual Care & Telehealth; and AI applications in healthcare.

‣ This work involves iterative testing with user groups and coordination of Expert Review Groups (ERGs) made up of clinicians, HSCP leads and L&D specialists to author and refine content. The programme is one of the first of its kind at national scale in Irish healthcare and is a key component of the HSE’s digital transformation strategy.

‣ I also support a Data Standardisation Workstream working with national leads and third-party developers to leverage automation and AI to digitise data collection. This work enables better data quality, improved information flow between care settings and more informed decision-making.

Throughout, I focus on execution and collaboration with internal and external stakeholders. I report to national leadership and work across multiple workstreams, ensuring structured delivery and alignment with T&T governance standards.

Senior Technical Project Manager

DataPro Consulting

♟️Digital Strategy: I work with leadership teams to assess current systems and define investment priorities. My role involves identifying capability gaps, creating digital roadmaps, and aligning technical initiatives with broader business goals.

⚙️Process Improvement: Using Lean Six Sigma principles, I lead initiatives to redesign core business processes and reduce waste. I’ve delivered digitisation and automation solutions that improved workflows, increased efficiency, and enhanced reporting.

📈Systems Implementation: I manage the end-to-end implementation of enterprise systems (ERP, CRM, HRIS, LMS). This includes vendor selection, RFP development, project governance, stakeholder management, and post-implementation support. I ensure delivery is structured, timely, and within budget.

🔒Data Governance and Compliance: I serve as the data protection lead, advising on GDPR, governance, data mapping, and risk management practices. I’ve developed policies and procedures, led DPIAs, and trained internal teams on privacy standards.

💡Change Management and Training: I support the adoption of new systems and workflows through structured training, SOPs, and embedded support. This enables teams to embrace change and work confidently with new tools and processes.

Business Technology Consultant

The Happy Pear

Leader of the company's GDPR compliance initiative, I played a critical role in aligning operations with privacy regulations and enhancing data handling practices across the company.

‣ Guided Senior Leadership, ensuring that strategies and operations were effective and compliant, and privacy became a core element of the business agenda.

‣ Responsible for developing and maintaining data maps, Article 30 records, and the cyclical review of policies, procedures and controls. 

‣ Established retention schedules for key data types identified under Records of Processing Activities (RoPA).

‣ Initiated a privacy training programme that significantly raised staff compliance awareness, leading to a marked decrease in internal data-related support requests, reflecting an overall enhancement in the company's data management practices.

Data Privacy Manager

In response to significant company growth, I managed the technology project portfolio, ensuring delivery on time, within budget and scope. Directly responsible for selecting, implementing and integrating key company systems such as SCM, HRMS, LMS, EPOS, Privacy and CRM, aligning technology capabilities with the company’s expansion.

‣ Managed the implementation of an integrated inventory management system in the production division, significantly boosting operational efficiency. Within 12 months, this initiative led to the consolidation of multiple roles and achieved a 40% reduction in indirect labour costs.

‣ The inventory system allowed for advanced quality control and this live traceability enabled a successful product launch in the UK and was later validated with BRC AA certification.

‣ The inventory system was integrated with the ordering systems of primary customers through Electronic Data Interchange (EDI). I managed the connection process, data mappings and established a sustainable partnership with the EDI provider, ensuring the system's capacity to reliably handle over 35,000 transactions per annum.

‣ Implemented a B2B portal, which improved channel capabilities and resulted in a 50% increase in order accuracy and a 50% reduction in report generation time within a month.

Implementation Lead

Oversight and responsibility for all platforms, applications, processes and policies in respect of information technology and systems. Managed relationships with technology vendors to ensure performance, cost-effectiveness and continued alignment with evolving business needs.

‣ Led an infrastructure expansion across seven locations with remote monitoring and fallback ISPs, resulting in 99.9%+ uptime.

‣ Directly responsible for the security of the technology stack, including hosting, network, storage, backup, end-user devices and applications.

‣ Drove company growth by expanding infrastructure and implementing scalable cloud solutions to support 150% headcount increase in 24 months.

‣ Implemented a hardware leasing model that reduced upfront costs, ensured scalability and streamlined resource allocation for new hires.

Information Systems Manager

I’m a Business Technology Consultant with 15 years of experience in change management, technology adoption and digital transformation. I’ve directed and supported 40+ IT business transformation projects across sectors including Healthcare, Utilities, FMCG, Manufacturing, Retail and Non-Profit, consistently delivering value and operational excellence. I'm adept in leading change initiatives, implementing digital workplace strategies and data protection compliance. 

Please check out my experience and skills listed below, and feel free to send me a DM or get in touch by email. 

Career accomplishments I’m most proud of:

As a Business Technology Consultant:
‣ ERP business planning for a leading Utilities company: Led as-is discovery with senior stakeholders, mapped business processes, vetted vendors, provided recommendations and implementation support.
‣ Developed an automated data collection and reporting system for a national charity, streamlining processes and improving accuracy.
‣ Led the diversification of DataPro Consulting's service portfolio, incorporating AI and automation  advisory.

As Data Privacy Manager: 
‣ Led governance projects focused on data privacy and GDPR compliance; established retention procedures, data maps, audits, managed due diligence and implemented company-wide training.
‣ Guided senior leadership and elevated data governance to become a priority at Board level.

As Implementation Lead:
‣ Oversaw the technology project portfolio; advised on new systems; selected vendors/partners; implemented key systems (ERP, SCM, HRIS, CRM, LMS) to align technology with company growth.
‣ Implemented an integrated inventory system to streamline production operations; the initiative reduced labour by 40% within 12 months and enabled a successful UK product launch.
‣ Overhauled HR operations by digitising employee records and optimising scheduling processes, thereby streamlining workforce management.

Areas of Expertise:
Digital Transformation  • AI Implementation  •  Automation  •  Project Management
Programme Management  •  GDPR Compliance  •  Data Protection  •  Lean Six Sigma 
Process Improvement   •  Cloud Solutions •  SaaS Deployment  •  IT Infrastructure Management
IT Security Management  •  Data Governance  •  Data Analysis   •  Budget Management  
Stakeholder Management	•  Client Management  •  Team Leadership  •  Talent Development

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