“Execution…the discipline of getting things done.”Larry Bossidy

Approach... Our Strategy to Results™ implementation methodology delivers lasting results

Most companies have a good process for developing a strategic plan. A much smaller percentage of companies have a good process to actually implement the strategy and achieve the anticipated results. This is the “art of execution”…how to imbed the plan into the day to day activities of the employees. A large percentage of change management programs do not achieve the expected results for exactly the same reason.

The traditional consulting model is very often IT focused, people are expendable, and the processes are not tailored to the specific requirements of the company. Often times the outcome is that the processes are not responsive to the needs of the company, and the productivity gains that were anticipated in the original plan are not achieved. The results achieved are often not sustainable.

That is why The Boulder Group focuses on the execution side of the equation…execution is our expertise. We have developed an implementation methodology called Strategy to Results to insure that the program achieves the expected results and that the results will endure. Our Strategy to Results methodology is an execution model that transforms a strategy into concrete results. The methodology is delivered by following a rigorous four step process and incorporates behavioral change as one of the fundamentals for achieving enduring results.

Strategy to Results Implementation Methodology


Actionable Strategy Quantification, alignment, and communication

  • Formuale measurable objective
  • Establish ownership and timetable
  • Determine macro metric to measure results
  • Ensure management alignment
  • Communicate the plan and roles in achieving the plan

Mobilize the Plan Engagement for Results

  • Identify high leverage processes
  • Charter and Structure the teams
  • Develop change management plan
  • Identify governance model
  • Align organization structure
  • Ensure reward program is aligned with objectives

Live The PlanCoaching and Leadership

  • Set clear measureable objectives linked to strategy
  • Prioritization initiatives to focus on high leverage processes
  • Measure key drivers and results
  • Develop action plans; specific deliverables, ownership, and dates
  • Identify and remove barriers to objectives
  • Implement corrective action from measurements and feedback

Results Realization Sustainability and Continuous Improvement

  • Measure Results
  • Behavioral measurement
  • utilize cycles of learning
  • Celebrate success
  • Skills transfer

The methodology begins with an “Actionable Strategy” which focuses on quantification, ownership, alignment, and communication and ends with “Results” that are sustainable and provide the foundation for Continuous Improvement.

Like the legs of a stool the three key elements to changing behavior and achieving results are the processes, people, and the systems. If all three elements are not included in a change a management program, like a stool, there is not a solid foundation. Strategy to Results aligns the processes, people, and systems with the strategic objectives to accomplish the desired outcome.

The impact and results of a Strategy to Results implementations are depicted in the following chart.


We call it Strategy to Results; our clients call it money well invested.

Innovative Service Offerings

Based upon years of consulting experience with both commercial and government clients, The Boulder Group has developed a number of innovative service offerings to better help our clients deliver results. Click an area below to read more.

  • Strategy to Results™ (opens in new page)…our implementation methodology that transforms a strategy into concrete results
  • Integrated Gross Margin Management (opens in new page) …MarginMax™…a cohesive holistic approach to achieving significant improvement in gross margins
  • Strategic Cost Management…a financial process to maximize the allocation of financial resources in support of strategic missions or objectives
  • Lean Six Sigma Optimization…an approach to ensure that an organization is achieving the maximum return on their investment in an existing Lean Six Sigma program
  • Enterprise Maturity and Governance…A decision tool to evaluate an organization's management process and ability to execute and achieve results

The Team

Our people make the difference in our ability to deliver results. At The Boulder Group you will find only the most experienced consultants whose expertise, knowledge, and capabilities stem from a career consulting with both industry and government clients working with and supporting the senior management team. Our consultants have also have had years of experience working in industry or government in leadership positions prior to beginning their consulting careers.

We carefully select the consultants whose industry experience, consulting experience, and personality best fits with your company environment. This experience and expertise will be at your side when you engage The Boulder Group. Click here to read more

Strategic Cost Management

Strategic Cost Management ("SCM") ia a financial management process that was developed to maximize the allocation of financial resources in support of an organization's strategic objectives.

A key assumption for the SCM process to be successful is that the agency or organization is interested in focusing on output rather than consumption. Once the leadership team has made this fundamental decision, SCm will deliver:

  • Financial budgets that are aligned with the strategic objectives.
  • Clear risk management alternatives in the event of changes in funding streams.
  • Ability to identify opportunities to create permanent savings in critical processes.
  • Productivity metrics that measure targeted improvement areas.

To implement Strategic Cost Management an organization needs to have an understanding of both their budgeted and actual costs associated with functions, programs, and key processes.

The Boulder Group has an array of financial analysis tools to establish a historical financial baseline from which to begin the SCM process.

The end game objective is to deliver more output with the same reduced financial resources... or stated another way to increase an organization's productivity. A desirable outcome in today's fiscally constrained environment.

Lean Six Sigma optimization

Currently a number of govenmental organizations have extensive Lean Six Sigma programs in place that may not be delivering the ROI that was originally anticipated when the program was launched. In the majority of cases the reason for limited success is that the program is not aligned with strategic objectives, does not have a disciplined management process, and often incorrect measurements. These are some flags that your Lean Six Sigma program has room for improvement.

  • No prioritization process to determine which projects are alocated resources.
  • Not a clear linkage to strategic plan.
  • Measurement consists mainly of activity (number of black belts, number of training) instead of results.
  • Leadership team can not quantify total cost savings or ROI.
  • Improvement achieved are not sustained.

if these flags exist in your organization, The Boulder Group can help your organization develop an Enterprise wide plan to optimize the allocation of your process improvement resources, maximize your return on investment, and ensure lasting results.

Enterprise Maturity and Governance

A key decision tool that we use to evaluate an organization’s effectiveness is an Enterprise Maturity Model that measures the maturity of the management process and the organization’s ability to execute and achieve results.  Once the leadership team has embraced the Enterprise Maturity Model to evaluate their level of maturity in twelve key areas, the tool outlines the steps required for the organization to achieve the next level of maturity and how to measure success. The Enterprise Maturity Model provides a continuous improvement roadmap to enable an organization to optimize their capabilities. For organizations undergoing significant changes in missions, roles and responsibilities, this implementation can ensure a methodical and comprehensive means of maturing the organization without missing important elements of effective and enduring change. Where rapid change is an imperative, the model also allows for an accelerated implementation.