Kirsty Osborne



Growth strategy and innovation, Business Strategy, digital strategy.

Business highlights

Redesign Manager | Accenture Innovation Centre
Along with the Innovation Centre Director I was responsible for redefining the Centres strategic vision, the operating model and co-designed and delivered a £3M transformation of the space and software used within it.

Workshop Design Lead | Accenture Innovation Centre
Responsible for managing relationships with the c-suite of organisations to help them define and answer their key strategic challenges. Led teams in the design, delivery and facilitation of over 40 workshops; from the research of client specific concerns through to the development of impactful and engaging stimulus.

Strategy Analyst | Human Services
Part of a global team that conducted a 6-month Strategy Refresh of Accenture Human Services Digital Strategy. Researched, designed, delivered and launched go-to market 4-year strategic plan and associated financial model.

Why I love what I do

Having grown up as part of the Harry Potter generation, I not only read about magic but I am part of an ever growing society that expects magic from every organisation that I interact with. This has led me to develop a passion in helping leaders understand what magic within their organisation means. Whether it is unpicking the complex environment around an organisation to help develop a strategy that ignites their future or understanding how an organisations culture can be used to propel them forward, I thrive when presented with a ‘big question’ that needs a ‘big answer’.

A business result I'm proud of

A UK household retail business renowned for its customer closeness was looking to understand how they could use customer insight to bring value to the organisation. After having been round the houses of consultancies I was challenged with designing and delivering an experience to shift their thinking on the topic. By reframing the problem from a customer’s standpoint and disregarding data, I was able to shift the c-suites attitude towards customer insight. As a result, the organisation moved away from talking about the number of data points they monitored, and redefined their customer insight strategy to focus on the questions they want to answer and action about their customer.

A business reinvention I admire

Since its founding in 1889, Michelin has taken a holistic approach to enhancing mobility. Not only did the founders develop the first removable and repairable tyres, they recognised one very obvious notion, if people journeyed more they would sell more tyres. Rather than rest on this idea in 1990 Michelin started to reposition themselves and began to encourage and guide automobile travel. Michelin today is famous for its world class roadmaps, for the Red Guides that grade hotels and restaurants, and Green Guides for regions, historic sites, and countries.

Reinvention did not stop there. Michelin have more recently moved away from their core business of selling tyres and have started selling kilometres. This radical change in their business model was launched in 2000 and propelled this strongly product driven company into the world of services and solutions. Setting price by distance delivers benefits to both Michelin and its customers. It allows fleet managers to pay for performance rather than simply the privilege of ownership and presents Michelin with the opportunity to capitalise when tyres exceed quality expectations and last longer than projected. Rather unsurprisingly, Michelin have now launched a similar service around vehicle productivity and fuel-savings. By creating Michelin solutions, Michelin is providing its customers with the full extent of its expertise to support their transition to a world of safer, cleaner, more efficient mobility.