Client Results

Strategy Deployment
Cawthron Institute


Cawthron Institute is New Zealand’s largest independent science organisation, offering a broad spectrum of services to help protect the environment and support sustainable development of primary industries. They are a diverse organisation employing around 200 scientists, laboratory technicians, researchers and specialist staff from more than 20 different countries. Cawthron has grown significantly in recent years as their science and expertise have become increasingly sought after.

LMAC has been working with Cawthron to develop a strategy and plans, and the video below gives an overview of the process and the benefits realised.

LMAC have been working with Cawthron to develop a strategy and plans, mapping out how to step closer to this vision. The video below gives an overview of the process and the benefits realised.
The Problem

“Our (Cawthron’s) traditional strategy sessions had involved us sitting in a room and debating what we needed to do to achieve our goals. The problem was that when we left the room and went back to our day jobs, all the activities discussed were forgotten”

This is a common problem with companies deploying strategy. They have a two-day retreat to discuss, debate and hopefully agree on some activities to drive the business forward. Unfortunately, this is where it stops as they fail to put in place a clear structure to execute the plans. 

The Solution

Set SMART (Specific, Measurable, Achievable, Relevant, Timebound) objectives

We broke the vision down into clear annual SMART objectives. Without these in place strategy brainstorming sessions are loose and can easily go off topic. Identify the key Initiatives to deliver the objectives LMAC facilitated a group brainstorming session with the correct stakeholders where we identified and prioritised the key initiatives that would allow us to achieve our objectives.

“The whole team felt involved and engaged. Everyone had an opportunity to put forward their ideas. The process allowed us to debate these ideas and challenge each other in a structured way against the desired objectives. When we had finished, we had a set of initiatives we had all bought into and we believed could be delivered by the team.”


Develop detailed plans
The next step was to widen the team and involve more stakeholders in building detailed plans. These plans set out how the initiatives would be delivered and the team responsible for the actions.

“It was invigorating to leave the session with concrete plans showing how we can be part of delivering the objectives” “Our team truly believe that they can achieve the plans and are motivated to make them happen” “It is the first time we had clear plans showing how we are going to get closer to our vision. Previously we had spoken about the goals and what needed doing but it all got drowned out by business as usual.”


Communication and company-wide engagement
Once all the plans were completed it was then time to communicate to all staff and gain their buy in towards making it happen. LMAC’s communication method is a continuous process throughout the year to reinforce the strategy, update on progress and the upcoming activities. It is not just a briefing at the start of the year. Staff are included and involved in delivering the actions that support the initiatives, which spreads the workload and gains commitment.

“For the first time, I had people coming to me asking to be involved in some of the initiatives.” “We can see what we need to do each week to achieve the objectives.”


Deploy the plans
The final step was to put in place the visual controls and management systems required to realise the objectives set out. LMAC supported Cawthron to set up a robust review framework that allowed us to effectively manage the workload, resolve issues quickly and work cohesively as a team.

“The review framework allowed us to identify areas where we were falling behind or risks occurred. We could then agree on how to resolve these as a team and put the correct steps in place to fix them” “Having clear measures of success in place helped us to clearly see when we had successfully completed an initiative. It also prompted us to stand back, recognise our success and celebrate as a team”

Contact us to get started now

Complete the questions below to test your data maturity.

Over the next two years, which three of the 14 key performance indicators do you most want to improve on as a business?

Make a note of these before you carry on reading.

The key 14 performance indicator categories:


  • Asset & equipment efficiency
  • Inventory efficiency
  • Materials efficiency
  • Utilities efficiency
  • Workforce efficiency


  • Planning & scheduling effectiveness
  • Production flexibility
  • Workforce flexibility


  • Time to market
  • Time to delivery


  • Product quality
  • Process quality
  • Safety
  • Security

Now ask yourself – what is your current performance against these three KPIs? Can you tell me how you performed in the last hour, yesterday or last week?

If you can’t answer this question for all three because you aren’t measuring the data, then the next step is clear. Figure out what data you need to enable you to measure it, and decide how you are going to collect that data.

If you can answer it historically; last week or last month – ask yourself, is this retrospective view sufficient for me to really make improvements?

If you can answer it for all three up to the minute, then it is quite possible that shopfloor intelligence isn’t a number one priority for you. Look out for parts 2 and 3 of this blog series for some more insights into how you can make the data work for you.