Fixing it requires no new strategy and no new talent. It requires a better way of working: the insurance that the strategy and growth priorities we have already committed to actually get delivered.

A ways-of-working consultancy that embeds with leadership teams, coaches in the flow of real work, and builds internal capability so the change outlasts them. Their specialty: large, complex, matrixed organizations like ours. Their PepsiCo work reversed three years of business decline and became a Harvard Business School case study by Amy Edmondson.

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The UK arm of a $67B global giant, 250,000 people and 22 billion-dollar brands worldwide, under attack: startups and e-commerce were taking share faster than size and brand strength could defend, and the organization had watched initiative after initiative come and go.

In mid-2016, working with August and a set of responsive mindsets and practices, the executive team assigned itself the first mission: reverse the slide, with results to show by 2017. The leaders ran it themselves, as one self-organizing, multidisciplinary team. Each cleared and protected 60% of their calendar for it: "as an exec team, that's quite a radical thing to do."

Revenue and market share rose across most channels, categories, and geographies from 2016 through 2019.

Colgate's starting point was similar to ours: behaviors endorsed at the top, agility "in concept" from a big-firm deck, and none of the practices underneath, with an organization watching whether the change would stick. August translated the principles into F.E.E.D. (Focused, Empowered, Experimental, Digital): specific behaviors mapped to concrete, repeatable practices.

Runs alongside Phases 1 and 2, not after them.

Planning the full arc now means Phase 1 can start with the new structure, and the whole journey is funded without a mid-year ask. It also matches the Shift & Grow 2030 phasing: Fiscal 27 is the rebuild-competitiveness window, and this is the work that rebuilds it.