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

Freelance - Facilitator, Digital Products, Strategy

Manyone

At Manyone, a global strategic design consultancy, I lead and mentor a talented and dynamic team of creatives, UX designers, and strategists, facilite professional growth and driving innovative, high-quality outcomes. I oversee business development, client relationships, project execution, and cross-team collaboration while managing team workloads to ensure excellence. I shape and execute UX strategies for products and services, that align with client objectives and user needs, leveraging my expertise in design thinking and business strategy to drive successful project results.

UX Director, Team Lead & Partner

I took over leadership of a newly formed team, set direction, and facilitated common ways of working to foster collaboration. I ensured a steady project pipeline, managed workloads, and supported team members through challenges. My focus was on creating a positive team environment that emphasised trust, accountability, and personal and professional growth. I balanced my leadership responsibilities with hands-on client work, ensuring alignment between team objectives and client needs.

UX Director & Team Lead

Defining and implementing UX strategies and digital experiences for different client projects to ensure alignment with business goals and user needs. I engaged with stakeholders, designed agile processes, led workshops, and created proposals to effectively communicate our vision to clients.

User Experience (UX) Director

Nordea

I led product discovery and user engagement for a new digital banking solution targeting corporate and institutional clients. Collaborating closely with cross-functional teams and stakeholders, I defined requirements, co-managed the product backlog, and tracked feature adoption. I facilitated user testing and workshops, ensuring alignment across teams while driving innovative projects focused on actionable insights and AI/ML experiments.

Senior Strategic Product Owner - Large Corporates Digital

Nordea Markets, Corporates & Institutions

Defined and prioritised product features on Nordea’s self-service platform for corporate currency trading and financial insights, including co-running agile rituals. Led initiative to evolve the platform from a transactional tool into a comprehensive financial dashboard, enhancing liquidity management and risk oversight for both small businesses and large corporate treasuries.

Senior Digital Product Owner - e-Markets

Danske Bank

Part of shaping the future of automated SME lending through the Future Financing initiative in Business Banking. I led and scaled the UX team and was responsible for designing end-to-end customer journeys and organising user and stakeholder engagement sessions to gather insights and validate our iterative work. I initiated the development of a custom design system that aligned with the corporate visual identity and design framework. Additionally, I contributed to launching and scaling the MVP across five countries, actively engaging stakeholders and driving continuous user feedback to enhance the solution.

User Experience Manager, Future Financing

GUSTO direct

Importer and online reseller of carefully sourced delicacies from award-winning small-scale producers in Italy, Spain and France, featuring premium extra virgin olive oils, Parmigiano, hazelnuts, and dried sausages.

Co-Founder

engaging

Freelance UX design consulting including process design, workshop facilitation, user experience design, product evaluation, usability testing, and user research.

UX & Communication Consultant

Berlingske Media

Led user-centered design from strategy through execution, conducting user research, developing media concepts, and creating customer journey maps while championing UX principles at every stage. Worked closely with senior stakeholders and cross-functional teams, both internal and offshore, to ensure strategic alignment. Inspired and mentored a talented team of designers and freelance front-end developers, fostering collaboration and high-quality outcomes.

UX Design Lead

TV 2

As the first UX designer at TV 2 Digital, I promoted a user-centric design culture. I conducted extensive user research, developed personas, and guided design decisions to enhance user engagement and accessibility across platforms. My responsibilities included interaction design, wireframing, and monitoring KPIs to ensure design success and continuous improvement. Key projects included the redesign of TV 2 Play (web, iOS, Android) and the mobile-first revamp of tv2.dk.

Senior User Experience Specialist, TV 2 Digital

Creuna Danmark

At Creuna (now Knowit), a leading digital agency, I specialised in user experience design and consulting for large-scale websites, e-commerce platforms, and self-service solutions, collaborating with high-profile clients such as Royal Copenhagen, Virk, Falck Healthcare, DONG, and Lærernes Pension.

Information Architect

I have 20+ years of experience at the intersection of user experience, digital strategy, agile transformation, and product development. I thrive in roles that combine strategy, creativity, and execution - whether it’s shaping the big picture or getting hands-on with designing solutions that deliver value.

Over the years, I’ve worked in industries like finance, media, healthcare, and tech, both on the client side and as a consultant. I’ve led UX strategies, managed complex projects, facilitated workshops, and helped teams navigate change. My ability to adapt to different teams and organisational cultures has been key to driving results.

I’m motivated by creating meaningful impact - helping teams unlock potential and co-create solutions that work for users, businesses, and the planet. Collaboration, continuous improvement, and a user-focused approach are at the core of how I work.

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