Our Clients
What our clients say...
Customer satisfaction is the thread that runs throughout The Argenti System's twenty-eight year pedigree:
2008
"The Argenti system forced us to get crystal clear on where we wanted to get to and the key planks for getting there. The process generated buy-in from those who then needed to do the heavy lifting in delivering. The focus we generated in 2005 using the Argenti system was a significant enabler of our quality improvements and growth in revenues and profits in 2006, 2007 and 2008."
— CEO, Minter Ellison
2007
Extract from an email dated 20th December 2007 to John Argenti from the CEO of an NPO; "thank you for your brilliant strategic management system – and to wish you a happy and healthy new year."
— Pegler Yorkshire Fittings Ltd, (a UK subsidiary of Aalberts Industries NV)
"We needed to develop a clear strategy for the future. Most importantly, we needed a process that would involve the directors and senior managers. The strategy needed their input and they needed to be part of the process. We needed to get this straight within the next 6 to 7 months."
— Mike Saunders, Group Managing Director of Pegler Yorkshire
"The main attraction was Argenti enabled the directors to think and talk strategy in a structured manner. It also involved our top 25 managers from across the business, which was extremely useful. We now have a clear and shared view of the future and an implementation programme that is practical and realistic. The Argenti process helped us to keep our feet on the ground and focus on the key issues."
— Roger Ablett, Development Director for Pegler Yorkshire
2006
Simplot Australia had developed a strategic planning process and had used it successfully for several years, resulting in significant change of direction for the company. Despite this success we felt the need for a process that might produce a sharper, more focused result. The earlier strategy was a little too complex and somewhat difficult to communicate widely in the company. We used the Argenti approach to refresh and validate the strategies. Using a more focused and defined process resulted in an improved and sharper set of strategies. While the Argenti System is very logical and disciplined, it can be effectively adapted to the specific needs of each company, provided key concepts are thoroughly accepted. These include the concepts of focus (the rule of only six strategic elephants) and placing emphasis on getting relevant evidence for the SWOTS. This produces a more focused strategy that is easier to communicate and execute.
— Mike Reed, Chief Strategy Officer for Simplot Australia
2005
"The Zambian Electricity Supply Company (ZESCO) a government-owned utility employing over 3000 people, was advised by the World Bank to adopt a commercialisation strategy. The Zesco Management Team used the Argenti process and Argenti Planning Facilitators to produce their strategic plan. The planning process was embraced enthusiastically by all levels of management and succeeded in formulating a plan that was accepted by the World Bank, thus releasing funds for major investments."
— Barry Harrison, On Zesco
2004
In 2004 Michael Chaney, Australia's most admired CEO for each of the last three years, said that his company, Wesfarmers, now one of the nations top companies, has shown a thirty percent return to shareholders on average every year since 1984 when he started using The Argenti System. "It undoubtedly played a major role".
Earlier he had explained: "Wesfarmers started using the Argenti System at a group level and in its subsidiaries after the company went public in 1984. Since that time Wesfarmers has been one of the top performers in the Australian Stock Exchange and I am firmly of the view that the Argenti Planning System has played a key role in that result. I have also been involved in implementing the System in half a dozen not-for-profit organisations with equal success.
I think the most powerful aspects of the System are its logical, structured approach to planning and the way it clearly defines such things as objectives, strategies, strengths and opportunities; things which often get confused in planning exercises. This leads participants in this planning process to think logically about issues and to develop appropriate strategies for going forward. In addition, by bringing a number of levels of management into the planning system, the process fosters a real sense of ownership and has a highly positive effect on morale."
— Michael Chaney, Wesfarmer’s ex CEO, now Chairman of National Australia Bank where The Argenti System is also in use.
1999
An explosives company called Dyno in Sydney bought The Argenti System in June 1999. Dyno Nobel in Salt Lake City, USA, bought it in July. In August Dyno Explosives in Oslo bought it. A chain reaction?
1998
Nigerian Oil (a Shell company) first used an early version of The Argenti System way back in 1984. They must have thought it did some good because, 14 years later, they bought another (updated) edition in 1998.
1987
"Invaluable..."
— Managing Director, Birmingham International Airport
1983
"A Clear, logical approach of major benefit...""
— Director of Corporate Planning, ASDA Stores