Consulting
Approach
You can’t be future proof. But you can be future ready.
No-one can know what’s round the corner in today’s volatile world. Luckily you don’t need to. Not if you’re ready for anything.
For 20 years, William Higham has helped organisations anticipate the future. When the world was more certain, he helped clients prepare for a specific futures. Now he helps them get ready for whatever comes.
William works with organisations to create systems, structures, leadership and a culture that:
- embrace change and seek out opportunity
- monitor developments and adapt strategy accordingly
- can profit from opportunities whenever they arise
Don’t fear the future. Exploit it.
Uncertainty doesn’t just create threats. By disrupting the status quo, it opens up new possibilities and provides growth opportunities for organisations willing to act.
William works with leaders and departments to turn uncertainty into an advantage.
He helps them create more adaptive cultures and workspaces; build future monitoring systems; and ensure reporting structures and reward systems are future-ready.
That means, when new threats or opportunities do arise, his clients have systems in place to identify, assess and profit from them.
Services
William offers a range of services to help you get future-ready
- Innovation: Building cultures that embrace change and identify and exploit new opportunities for growth.
- Adaptability: Helping leaders take their teams with them as they build a more adaptable organisation.
- Risk: Helping leaders shift their perspective from protecting against downside to uncovering opportunity.
- Optionality: Building the right mix of people, revenue streams and suppliers to stay flexible in any environment.
William also provides two specialist consulting services:
- Research: Running scenario planning and polling that reveals emerging opportunities.
- Public Relations: Identifying emerging trends and turning them into compelling PR opportunities.
Clients
Testimonials
Case studies
UK Magazine Publisher
The client had concerns its large portfolio of popular magazines might fall behind more innovative competitors.
William was brought in to help create a company-wide innovation programme. This included co-running a 12-person ExCo working group and organising innovation workshops utilising the company’s senior editorial and publishing teams.
The initiative generated two successful outcomes. It helped build a more innovative leadership and company culture. It identified a key new revenue model based on customer loyalty and vertical expansion of the company’s IP.
Global Telecoms Company
The client saw the dangers of shrinking margins in the Telecoms sector and sought new revenue opportunities within the broader Communications sector.
William offered recommendations based on in-depth research into new customer communications behaviours.
His advice inspired a range of successful new strategic ideas. One of these was a move into TV, which informed the company’s decision to acquire an existing broadcaster and use it as the basis of their own network: now one of Europe’s top pay TV providers.
UK Gaming Company
The client was concerned that forthcoming legislation could reduce the profitability of its gambling portfolio. It needed to identify profitable new non-gambling revenue streams.
William was brought in to help create a company-wide innovation programme run by himself and an six-person senior leadership team.
The initiative introduced a new culture of change to what had become a short term profits-driven enterprise.
The programme identified three new revenue models, which the company planned to pursue.
