Date/Time: Wednesday 9 May 2018 -17:30-19:00

Venue: Partners' Room 8.10, Newcastle University Business School

Organisations continue to struggle with their strategies and to achieve value from programmes. Even when they have a strategy development process, plans and projects rarely have the impact that was promised.

The strategy development and validation model developed by Phil Driver addresses the struggle of organisations to realise their strategy, replacing endless projects that don’t quite seem to deliver what the end user needs with an easy-to-understand, implementable methodology that can be validated with evidence.

Phil's first book, “Validating Strategies”, he shows how managers can define, test and communicate strategies clearly. The model at the heart of this book - Organisations run Projects that produce Results and enable people to Use them to create Benefits (PRUB) - provides an intuitive approach that links strategic planning and validation to project and programme management to create, validate, and implement strategies and then demonstrate impact.

In his new book “OpenStrategies Commissioning. From Woe to Flow”, Phil shows how to apply PRUB-Thinking to the project commissioning and procurement activities so that the benefits promised in the business case are traceable through the project definition process, commissioning, contract and delivery.

This session will allow delegates to learn about how to validate their strategies and demonstrate to stakeholders, taxpayers and shareholders that they are delivering value.

Format of event:

17:30–18.00 – Registration, networking and refreshments

18:00-19:00 – Presentation and Q&A

About the speaker

Phil Driver brings together the worlds of strategy and project management and in so doing, guides organisations to develop, validate and implement portfolios of projects that meet the strategic needs of organisations and their customers.

Phil is founder and CEO of OpenStrategies Ltd (Christchurch, NZ). His background in science and engineering management led to his involvement in large-scale industry-sector strategies. That in turn led to his developing an in-depth understanding of the challenges of even larger scale, public sector strategies. The OpenStrategies system then evolved through more than a decade of intense engagement with many public and private sector organisations.