You are after bold new goals
It is all about identifying and taking advantage of new opportunities. You can’t improvise. There is no time for “learning by doing“. Amid doubt and uncertainty you must stay in control.
What you need are approaches that fit to your organization and specific situation. At the same time, you don’t want to dive into different schools of thought to untangle overlapping sets of terminologies and toolboxes.
We can help with proven systematic and people-oriented methods. What matters is to look for opportunity inside and outside “the box“, to bring to fruition the right blend of analytical and creative approaches, and to build up the relevant capabilities in your organization.
Our DDD-model for strategy
Strategy is often seen as a linear exercise: a leadership team conceives the new plan. The plan is communicated to and executed by the organization. Starts a disciplined multi-year journey from here to there until the goals are reached.
After years of working alongside practitioners from three continents and different walks of corporate life, a lot appears flawed in this perception of strategy. Opportunity arises on all levels of the organization. Top-level strategy leaves many degrees of freedom that functions and individuals utilize. These strategists identify possibilities that aren‘t visible at the top of the organization. They can shape things „all azimuths“.
Turbulences in international relations or just the emergence of a new competitor can also bring the strategy back to the drawing board.
Practiced at its best, strategy is a continuous, cyclical endeavor that involves the entire organization.
Strategy must first be created. We consider this a design activity. Modern design utilizes proven and repeatable approaches that individuals and organizations can learn and become better at over time. When you are done with designing you can tell what your strategy is. You know why it is right, what it is based on and you have broken down a multi-year journey into distinct phases that make plain sense. People can now grasp your strategy and understand why it matters.
Careful design of your strategy makes it unique and smart.
What everyone needs is a blueprint for action. Typically, phases further out in your strategy are associated with more unknowns and assumptions.
This is why you typically deploy your strategy in detail only for the upcoming phase: What will „done“ look like? What outcomes can you aspire for? What programs are needed for these outcomes to materialize? What resources are required? Who is in charge? How does everyone know they are on track?
With strategy deployment, you set up the clockwork for delivery.
Programs and projects are now flawlessly executed. Fast decision making and cross-functional collaboration are key enablers. Progress is managed, and so are resource- and other conflicts between strategic initiatives and with the ongoing daily operations. Shifts in the outside environment and unexpected obstacles are recognized and taken care of. Continued learning allows steering the endeavor into the most beneficial direction.
When delivering strategy you get things done.
The heart of strategy
Strategy spells change. Without people‘s desire for change also strategy will lag behind its potential. The daily routine in strategy work includes creating and maintaining urgency. Continued strategic thinking makes sure opportunities and threats are constantly scrutinized on the „broader chessboard“.It matters to validate intermediate outcomes, small and large, and to anchor systainably the resulting success.
By keeping focus on the heart of strategy, instead of getting stuck you grow momentum.