Strategy without a foundation
Many organisations can describe what they do, but find it hard to make clear why they do it and where they are heading. That makes it difficult to hold course once the environment changes or choices become harder. Within the organisation itself, differences of view then appear as well: everyone fills in identity in their own way. The result is a strategy that sounds good on paper, but does not convince or bind in practice. Without a sharp and shared picture of its own identity, the organisation lacks the foundation to grow with purpose.
From core to course
We start with the reason the organisation exists: why it is there, how it works and what it delivers. From that core we work towards vision, mission and ambition, so it becomes clear what the organisation stands for and which picture of the future it is pursuing. Finally we bring the core values into focus, as a guideline for how the organisation behaves and makes choices. This is how we build identity layer by layer, from reason for being to concrete behaviour. Where relevant we use a Pressure Cooker for this, to arrive at a sharp and supported identity together with management quickly. The result is a coherent whole that gives the organisation something to hold on to with every strategic choice.
A sharp and shared self-image
The result is a sharp and supported identity that connects reason for being, course and behaviour. Not loose statements, but a coherent whole that the entire organisation recognises itself in. We capture that picture in a way that can be used directly for the next step in the strategy track, such as the value proposition or positioning. So you do not start the follow-up steps from loose assumptions, but from a sharp and shared foundation.
