Steering on assumptions
Many organisations base their strategy on a picture that is outdated, incomplete or driven too much by assumptions. Trends and developments in the market are noticed, but not translated into what they concretely mean for the customer and the organisation. A sharp picture of where the organisation actually stands, separate from what people think they know, is often missing too. The result is a strategy that reacts instead of anticipates, or one that feels right but does not match practice. Without thorough insight you are building on a foundation that will slide out from under you over time.
From trends to sharp insight
We start by mapping the trends and developments that are relevant to the organisation. At customer level we look at the underlying motives of customers, among other things through Jobs-to-be-Done, to find out what they are really trying to achieve. At market level we map the competitive position and relevant market developments, so it becomes clear how the organisation relates to its environment. At organisational level we look at structure and ways of working. Where relevant we use our Scans for this, to gather that insight quickly and in a structured way. This produces a complete and substantiated picture at the three levels that together form the starting point for the strategy.
A substantiated starting point
The result is a sharp and substantiated picture of the organisation, its customers and its environment. Not loose observations, but insights that hang together and help the organisation understand where it actually stands. We capture that picture in a way that can be used directly for the next step in the strategy track, such as the business model or the value proposition. So you do not start with an assumption, but with a substantiated starting point for the choices that follow.
