Good strategy requires the capability to deliver it.
Jetty 3 helps boards and executive teams review organisational and workforce capability, then plan what is needed to deliver their strategy.
Start a conversation Explore our servicesWhat Jetty 3 does
Jetty 3 gives boards and executive teams an independent view of whether their organisation is equipped to deliver an important strategy, program, service or change—and practical priorities where gaps or dependencies put delivery at risk.
Organisational capability reviews
Assess whether the organisation has the capability to deliver.
Every strategy depends on a set of organisational capabilities. A Strategic Capability Review answers the question behind every strategy: does the organisation have the capabilities to deliver it?
A review can examine the organisation as a whole or a specific function, service or program. It provides an independent assessment and can also form the foundation for a full strategic workforce plan.
The outcome is a clear picture of strengths, gaps and risks, with practical priorities for executive action and board assurance.
Strategic workforce planning
Plan the workforce needed to deliver the strategy.
Delivering strategy depends on having the required workforce capability and capacity in place when it is needed. Strategic workforce planning identifies what the strategy requires, assesses current and future supply and considers the full range of ways that capability can be secured. It can also address immediate workforce challenges.
The work can focus on the organisation as a whole or a specific capability, function or service. It also establishes how the plan will be owned, used and kept current.
The outcome is a practical workforce plan with clear choices and priorities for meeting those requirements, now and as the strategy unfolds.
Related advisory services
Jetty 3 also supports boards and executive teams with closely related governance, risk and advisory needs.
Enterprise risk management
Jetty 3 reviews and strengthens enterprise risk management frameworks, governance, accountability and reporting. The work is aligned with AS ISO 31000:2018 and proportionate to the organisation and its operating environment.
Governance and corporate secretariat
Jetty 3 reviews and supports board and committee arrangements, charters, delegations, policy frameworks and corporate secretariat practice. Where internal capacity is limited, Jetty 3 can provide additional senior support.
Executive advisory
Jetty 3 provides independent, principal-led advice, retained support and interim executive capacity for complex governance, risk and organisational matters.
Capability is a governance issue
Strategy depends on capability. That makes capability a governance issue.
Organisational capability is the organisation’s collective ability to execute its strategy and deliver the intended results. Workforce capability is central to that ability: having the people, roles, skills, knowledge and capacity needed to perform the work now and into the future.
When these requirements are not understood and planned for, organisational weaknesses and workforce skills gaps can significantly reduce the likelihood of successful strategy execution. They can also sit at the core of many of the performance, service delivery, transformation and resilience risks the organisation is already managing.
Boards need assurance that management understands what the strategy depends on, knows where gaps and dependencies exist and has a credible and accountable plan to address them. Executive teams need a practical way to make these requirements visible and turn them into decisions and action.
The capability challenge is already visible
As strategy and operating conditions change, workforce requirements also change. Australian employers are already reporting workforce proficiency gaps and resulting effects on productivity.
44%
of employers identify evolving business or strategic needs as a leading cause of skills gaps.
19%
of employees are perceived by employers as not fully proficient in their roles.
24%
of public-sector employees are perceived as not fully proficient—above the national figure.
57%
of employers report moderate or significant negative effects on productivity from skills gaps.
Source: Evolving Skills Landscape, Australian Human Resources Institute, 2024
When Jetty 3 can help
The starting point may be the organisation as a whole or a specific concern — a business unit, function, service, program or capability that is not performing as the strategy requires.
Jetty 3 is typically engaged when:
- a strategy, transformation or change in operating model depends on capability that has not been clearly assessed
- a persistent delivery or performance problem may have deeper organisational or workforce causes
- critical knowledge or capability is held by too few people or depends on external providers
- a board or executive team needs an independent view of readiness, gaps and priorities
Choose the right starting point
Start with a Strategic Capability Review when you need a focused diagnosis of a particular strategy, program, function, service or delivery concern.
Choose a Strategic Workforce Plan when you need a comprehensive, multi-year view of future workforce requirements and an accountable roadmap for closing material gaps.
Put capability behind your strategy
Whether you are preparing for a future requirement or responding to a problem already affecting delivery, Jetty 3 provides a practical place to begin.
Insights
From Skills Gaps to Strategic Risk
This Jetty 3 white paper examines why organisational and workforce capability belong on the governance agenda, and how workforce skills gaps can become risks to strategy execution.
Enter your details and Jetty 3 will email you a secure link to the full paper.
Why Jetty 3
Executive experience, applied independently
Jetty 3’s work is shaped by experience holding chief executive, governance and risk accountability in large, complex organisations. That background informs how problems are understood, how findings are framed and what boards and executive teams need in order to act.
Principal-led throughout
David Williams leads every engagement. Trusted senior associates and specialists join when the scope requires additional expertise. Clients receive direct senior involvement at every stage — not a team managed at a distance.
Organisational and workforce capability considered together
Gaps rarely sit in one place. Jetty 3 considers the organisation and its workforce in the same view—alongside strategy, governance and risk—so that dependencies and accountabilities can be understood and addressed.
Proportionate to the concern
The scope is shaped around the problem and the decision that needs to be made. Engagements are evidence-led and designed to produce clear findings and practical priorities — not a program larger than the situation warrants.
About Jetty 3
Jetty 3 is an independent advisory practice working with boards and executive teams on organisational capability, strategic workforce planning, governance and risk.
Jetty 3 is led by Managing Director David Williams, whose career includes chief executive, corporate secretary and executive risk leadership roles across public, not-for-profit and regulated organisations.
Jetty 3 works particularly with public sector bodies, water corporations, regional organisations and medium-to-large not-for-profits.
Contact us
Start with a conversation about the capability your strategy depends on, the concern you are facing or the decision you need to make. Jetty 3 will help determine a proportionate place to start. We’ll use your details to respond to your enquiry.