Strategic direction
Achieve Your Goals
In today's uncertain environment, your strategic direction is more important than ever. Crucial decisions have become more pressing than ever. Developing an adaptable strategy that will navigate your company through a world of rapidly changing parameters is not a luxury. Do the following sound familiar?
"We have a strategy but it is not being communicated effectively to all employees".
"Our people are not sure what our strategy is and do not know how their work contributes to achieving our strategic goals".
"We launch several strategic initiatives but they don’t seem to be delivering as expected".
Strategy is not simply a high-level excercise. It's all about execution and more often than not, strategy execution fails.
We can help diagnose the reasons that your strategy isn't delivering the expected results.
Let's find the unifying idea:
A solid strategy is coherent and provides clear guidance.
We use a structured approach that will provide a sound basis for formulating and executing an effective strategy that is alive and adaps to the constant changes in the business environment.
What are your goals and targets? What is the set of coordinated actions that will help you achieve them? How do you ensure its efficient execution? Do you use an agile approach? What do you measure?
We approach the issue using proven tools to work with you through a journey of strategic development and execution from forming a problem statement to identifying opportunities and performance management.
Above all, the appropriate mindset must be developed and people need to embrace a culture of agility and result oriented work.
Asking the right questions
Starting at the end
Strategy formulation
Where do we want to be? Are we headed in the right direction?
Can we say what our strategy is? What are its basic components?
Are we setting the right targets?
Is everything we are doing contributing to achieving our strategic goals? How do we know?
What are we measuring? Why?
Strategy integration
Does everybody know what their goals are? Are their goals aligned to the organisation's strategy? Are these goals part of their everyday work life?
How effectively are we communicating our strategy?
How are we ensuring engagement and commitment from our people to our strategic goals?
How do departmental goals feed strategic ambitions?
At the tactical level business operations are structured in a manner that objectives are achieved and the strategy is implemented. This is done by translating each strategic pillar into critical success factors. These are the key factors that are crucial and make the difference between success and failure. Each CSF is translated into a performance indicator in order to measure performance.
Strategy execution
Does everything we do reflect our strategy?
How do we measure this?
Are the outcomes produced the desired ones?
Are we doing what needs to be done right from the first time, every time?
Performance indicators are targets on an operational level that drive the strategic execution. For people to be able to manage these targets it is necessary to determine the steering variables for performance. Steering variables are activities and characteristics that have an impact on performance levels like “levers” that can be used to increase or decrease these levels.
Most strategic initiatives fail in the execution phase. We help set up performance and consequence
Thought leadership and innovation
An increasing number of organisations are realizing that employee engagement is the main driver behind great work. Once you have the right people in place it is a matter of engaging them, offering an environment in which they can thrive. So many talents have been crushed or driven to competitive organisations by small minded, or simply indifferent, management and leadership. If employee engagement is to drive great performance, leadership must first drive that engagement. Starting at the very top, the leaders of an organisation recognise the need to continuously develop and in turn provide the means for their people to receive the training and feedback they need to develop and grow professionally.
In the end, it’s all about asking the right questions.
The right question in many cases is “what could we be doing differently?”
How much time do you invest in rethinking?