A sound and high-quality strategy lays the foundation
A strategy describes where the focus should be in order to achieve the corporate goal. Aspects such as current challenges and problems, existing strengths and beneficial values, future developments and requirements, internal development goals and market information are therefore incorporated into the development of the strategy. There is much to be said for a feasible, desirable and understandable strategy.
Acceptance of the strategy among employees
Only a strategy that is widely accepted will be implemented. To achieve this, the strategy is developed in several stages and together with stakeholders. Throughout this process, all employees are aware of the project and are also involved on a point by point basis. All those who take part will stand by the result.
Consistent implementation of the strategy by employees and managers
Successive workshops and Large Group Conferences ensure that every employee in the company is familiar with the strategy and has taken it on board. Each individual has his or her responsibility and role in implementing the strategy and makes a binding contribution to it. Management levels and multipliers provide continuous and systematic support in the ongoing implementation of the strategy.
Entire companies are rethought and corporate purpose, corporate goals, strategies, locations, structures, processes, products and markets are reassessed. The range of aspects that can be reviewed and rethought is immense and overwhelming. The complexity of this situation must be broken down.
Exploratory workshops examining the priorities and design of the reorganization will be held with representatives of all the stakeholders. Correlations are established, variables and fixed values are defined. With this framework in place, multipliers will then be involved in developing workstreams, work units, process structures and communication. Large group conferences held at a later stage ensure that corporate decisions are accepted by the workforce.
Developing and delivering new products and services forces us to consider processes. Processes are ascertained, written down, analyzed, standardized, changed or even dropped. Cost pressure, new technologies, requirements or even management approaches can moreover lead to reductions or improvements in processes. Dependent on this are structures that will have to be reconsidered, defined and ultimately implemented.
The processes and structures are analyzed and optimized together with the people who are directly affected. The know-how of what IS and what SHOULD be can be collected quickly and effectively with this target group. Revisions, improvements, adaptations etc. are carried out together with decision-makers and those affected.
Strategy, reorganization and process or structural developments are automatically linked to the corporate culture, and vice versa. Management principles, values, rules, agreements, habits and mechanisms for decision-making, project management, sales and dealing with stakeholders and cooperation partners, evaluation and selection procedures and communication and meeting structures are all elements of corporate culture.
The corporate culture should certainly be taken into account if a strategy, reorganization or process optimization is to succeed. At the same time, it is also possible to work on the corporate culture separately.