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Set the vision, articulate the mission, specify desired outcomes, define strategic objectives. Establish strategy management processes and performance management framework

Communicate the corporate strategy, cascade to business unit scorecards, show alignment through cause-effect relationships

Define the overall decision making and accountability framework befitting the business, cascade accountabilities and responsibilities across functions and down the layers of activity

Learn how to apply King III, COBIT and other relevant IT management and operational standards in the workplace

The lodestar can be any star that is used in celestial navigation - the most commonly known being Polaris (the "north star").  Unlike other stars which move across the sky at night, this Lodestar (or pole star) remains in position which explains why it is so useful to navigators in the northen hemisphere.  (In the southern hemisphere we rely on other celestial bodies, notably the Southern Cross and its two pointers).
 
The constant and forever-reliable source of guidance offered by the Lodestar was the inspiration in the naming of this business, formed in 2006 as its founder Robert Payne moved into management and IT consulting, having completed a five-year stint as CIO at a Cape Town-based multinational JSE listed company. 
 
The analogy with the guiding properties of the Lodestar lies in the fact that business vision and strategic intent have to be clearly visible to enable all those "navigators" tasked by the business to successfully lead their crews towards realising the various outcomes that are linked to strategic objectives that are set from time to time.  Of course this is not enough - the leaders must themselves be inbued with the essential qualities of leadership as well as be competent managers.
 
Robert specialises in guiding, facilitating and mentoring executive and senior management teams and individuals in the formulation of their enterprise and business unit strategies, and in establishing performance management processes designed to achieve specified results.  In doing so he draws influence from his own practical experiences in general and IT management dating back to the eighties, and his ongoing pursuit of new-found knowledge and techniques which continue to evolve as global developments unfold.
 
Recognised and widely acclaimed methods and techniques are used including (but not restricted to) Kaplan & Norton's Strategy Maps and Balanced Scorecards, and ISACA's COBIT (versions 4.1 and 5) and related publications focusing on the enterprise governance of IT.  He also draws on his network of experts in related fields such as team and leadership development, corporate strategy, IT law. risk and compliance etc. as and when required.