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By Heather Styche-Patel, CEO Every morning many of us check the weather forecast. We know it will not be perfect but we rely on it. It helps us plan, make decisions and carry on with confidence even when the sky looks uncertain. Strategy consultancy, in many ways, works the same way.Both disciplines start with data. Meteorologists read shifting patterns in pressure and temperature while consultants read shifting patterns in people, policy and behaviour. In both cases the data is abundant but imperfect. The real skill lies in interpretation, in knowing which trends are meaningful and which are simply passing clouds. At RSAcademics we describe our work as helping schools shape their future. That means bringing clarity where there is complexity and turning information into insight. We combine research, consultation and market analysis with the lived experience of colleagues who have led schools themselves. The outcome is not prediction, it is preparedness. A strategy, like a forecast, does not tell you exactly what will happen but it helps you respond when it does. Forecasting is never about being right all the time. The most valuable forecast, and the most effective strategy, are those that help people act decisively without false certainty. Both rely on a balance of evidence and judgement. The meteorologist who notices a subtle change in the wind is not unlike the strategist who senses a shift in community mood or public trust. The best insight brings together evidence, experience and the readiness to adjust when the situation demands it. There is also humility in both fields. Weather forecasters talk in probabilities, not promises. Strategy consultants should take the same approach. Schools operate in unpredictable conditions, and the landscape can shift quickly when leadership, policy or demographics change. Accepting that uncertainty is part of the picture does not weaken a plan, rather it strengthens the way people think about it. Acknowledging the uncertainty encourages flexibility, resilience and the habit of returning to decisions as new information emerges. The forecast is not the point. The readiness is. That is why our consultancy work always begins with listening. Every school we work with faces its own set of challenges and opportunities. Some are seeking to grow or diversify, others are strengthening governance, aligning leadership or building financial sustainability. Whatever the context, our role is to help leaders understand the systems around them and navigate with clarity and purpose. Like a good forecaster, we aim to turn complexity into something actionable. The heart of strategy, like the heart of weather forecasting, is not control. It is anticipation. You cannot stop the storm but you can make sure the roof is sound and the windows are shut. The task is to prepare the organisation so that when change comes, it is ready to adapt rather than react. At RSAcademics we are proud to help schools do exactly that, to look ahead, to ask the right questions and to make thoughtful choices that stand up in all conditions. If your school is reviewing its direction, exploring a new opportunity or simply wants to be better prepared for whatever lies ahead, I would be glad to talk: |
Forecasting Strategy: What weather and consultancy have in common
