AN EXAMPLE OF A STRATEGY DEVELOPMENT PROCESS
Strategy processes are very individually geared to the specific requirements of the organization, its management and its employees. Nevertheless, successful processes often require similar approaches. Possible process steps can be:
1. PURPOSE AND VISION
A viable strategy can only be developed on the basis of a basic intention (purpose or mission statement): Why do we do what we do? Who are we, what are we doing, where do we want to go? Questions such as these must be asked and answered in order to define objectives.
2. ANALYSIS PHASE
When the basic vision work has been completed, the next step is to consider the market, the competitors and the organization itself. We contribute to the organizational analysis with appropriate workshop formats, survey and interview tools as well as our assessment based on many years of experience.
3. INTEGRATION OF RESULTS
The results of the analysis are condensed and reported to the management team. This often produces insights that can be used to regulate how the strategy development is to proceed. This provides the basis for formulating strategic goals. Suitable workshop formats and co-creative approaches generate the constructive-creative atmosphere that is essential for the development of a viable strategy.
4. ITERATIVE DEVELOPMENT
After the first prototype has been developed, it generally takes 2 or 3 further iteration loops until a stable and presentable version of the strategy emerges. The idea is to fine-tune the strategy one step at a time. To this end, stakeholders are involved and feedback and findings are integrated into the prototype.
5. COMMUNICATION OF THE STRATEGY
Now the time has come to present the new strategy to the organization. As with all communication topics, transparency, consistency and a serious sense of purpose are paramount here. The strategy communication should convince the employees and have a guiding effect on their actions.
6. STRATEGY IMPLEMENTATION
In the next step - strategy implementation - individual sub-strategies are derived from the overall strategy. Departments and teams use the overarching guidelines to work out what they can contribute to achieving the strategic goals.
The main guarantors for the quality and sustainability of the strategy process are the co-creative design of the process and the iterative approach. Working in iterative loops to obtain internal and external feedback and integrate changes or feedback appropriately into the strategy process is one of the strengths that set us apart. In addition, we rely on managers and employees co-designing the strategy - both in the development and implementation process.
Communication is the key to a sustainable strategy process. A strategy can only succeed as a guiding principle when employees understand it and know how they can contribute to its implementation.
FOCUSED ON SUCCESS: OBJECITVES AND KEY RESULTS (OKRs)
Der Strategie-Entwicklungsprozess kann auch mit der Einführung von OKRs verknüpft werden. OKRs sind ein Ansatz, bei dem die Strategie in konkrete Ziele, Maßnahmen und messbare Ergebnisse für alle Ebenen übersetzt wird. Die Sichtbarkeit der Ziele für jeden Einzelnen ist ein wesentlicher Eckpfeiler der Methode, ebenso wie die Messbarmachung von Erfolg.
Das Vorgehen ist iterativ, d.h. die gesetzten Ziele werden regelmäßig überprüft und gegebenenfalls angepasst. So werden Feedback und neu gewonnene Erkenntnisse konsequent integriert.