Strategy that gets stuck on paper
Many organisations have a clear strategy but get stuck as soon as it has to become concrete in daily practice. The translation to processes, systems and people is often underestimated or addressed too late. As a result the set-up of the organisation does not match the chosen course and things never get beyond good intentions. There is also often no overview of how different parts, such as technology and collaboration, interact. The result is a strategy that is strong on paper but grinds to a halt in execution.
From course to coherent execution
We translate the chosen strategy step by step into practice, with attention to processes, systems and people. In doing so we map which parts affect and reinforce each other, so the organisation as a whole connects to the new course. Where collaboration with other parties plays a role, we use tools such as the Network Business Model Canvas, to make value exchange within the network visible. This produces not just a plan, but a concrete set-up the organisation can genuinely execute. Where relevant we also use a Pressure Cooker for this, to arrive at supported choices quickly.
An organisation ready for implementation
The result is an organisation that is set up for the chosen strategy, with processes, systems and people that connect to each other. Not isolated actions, but a coherent set-up that supports the course instead of working against it. Where the network plays a role, the value exchange with other parties has been clearly mapped as well. This way the organisation knows not only what it wants to achieve, but also how to make it happen every day. With that, the strategy is no longer a plan, but the way of working itself.
