Craig Lawrence Consulting Limited

Craig Lawrence CBE is a Fellow of both the Institute of Consulting and the Chartered Management Institute. He has a proven record of developing highly innovative strategies that exploit opportunities to deliver outstanding results; he set up his consultancy because he was struck by just how many organisations struggle to do the same.

Since setting up his consultancy in December 2020, Craig and his team of experienced associates have worked with a wide range of clients in many sectors, helping them develop the strategies and high-level leadership skills that have enabled them to excel in today’s complex and ever-changing environment. You can see some of the organisations we have worked with at the bottom of this page; you can also find out more about Craig at this link, including his service as a Major General in the British Army and his role as the lead for the teaching of strategy and strategic leadership at the UK Government’s ‘strategy school’ in London.

Our approach to developing strategy represents international best-practice and has been refined over many years of working at the strategic level with clients across a wide range of sectors, both in the UK and overseas. At its heart are fourteen high-level critical thinking questions, which are dispersed over five thematic stages. Each high-level strategic thinking question is supported by supplementary questions that add granularity, as well as by a range of tools and techniques that can help answer the questions and bring rigour and structure to a strategy’s development. Our approach is described in The Quick Guide to Effective Strategy, which we published in March 2023.

Originally intended as a ‘how to’ guide for those who needed to know how to develop an effective strategy, the book, which is receiving excellent reviews, is also proving popular with those who want to improve their ability to think strategically, as well as with those who want to understand the strategy making process better, such as a company director (executive or non-executive), charity trustee, government official or school governor, and want to ensure that the way their organisation approaches the development of strategy reflects best-practice. This is not just because they want their organisation to succeed but also because they have a legal responsibility to act in their organisation’s best interests and allowing it to develop bad strategy falls a long way short of this as some of the examples in the book illustrate.