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 picked up too late. As a result the set-up of the organisation does not match the chosen course and it stays at good intentions. There is also often no overview of how different parts, such as technology and collaboration, touch each other exactly. 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 for processes, systems and people. In doing so we map which parts touch 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 the Network Business Model Canvas among other things, 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 loose 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. So the organisation knows not only what it wants to achieve, but also how it makes that real day to day. With that, the strategy is no longer a plan, but the way of working itself.
