Strategy and implementing Strategic Change. ´Strategy in Action´
A number of years ago, periodic update of the strategy every 2 to 5 years was sufficient. Nowadays being strategically agile is essential. This requirement to build an agile enterprise is due to the change in consumer behavior, increased and severe competition under the influence of technology that dramatically reduces the entry barriers.
Also (financial) innovative advantages deteriorate faster than ever before, now that the time to market for “me too” type companies is dramatically reduced under the influence of available technology. Being strategically agile, requires a “Strategy in action” capability.
Based on our knowledge and experience we notice that strategy formulation and implementing strategic change processes is often slow and sometimes even fail.
The role we choose in the strategy formulation/implementation process, is the role of moderator/facilitator that enables individual team-members and the team as a whole to accomplish their assigned tasks in the proces. However before we take up this role we make a thorough analysis that answers the question: What makes it that the process of strategy formulation and/or strategy implementation is difficult and slow. Based on this analysis we design a tailor made change process that ensures a successful strategy formulation and/or strategy implementation. At the moment we accept our assignment we emphasize that based on our experience some functions will become obsolete and new functions are required to enable the implementation of the defined strategy. It is therefore advised to clarify how exit or retraining will be facilitated and will be communicated.
For the past 25 years we ran intensive programs, that enabled individuals and corporations to cope with the changed environment and still develop their existing market and create new business. Corporate clients still use to day our state of the art marketing & sales trainingsprograms, designed 20 years ago, to succesfully introduce their new employees into their existing business.
In the Industry and in corporations the process “large quantities of Financial / administrative data over time”, problems arise in: “time to market” of new products or services, project management, client satisfaction and profitability due to costs issues.
Lean production has to deal with the following 4 items:
a) Produce products and services with a perceived high added value
b) The first time correct
c) Innovation: better, faster, flexibility and cost-effective
d) Employees experience the lean way to work meaningful
To implement Lean production, processes are re-structured and employees trained in motivational communication, leadership and project management. Followed by intensive coaching on the job focused on synchronization and coordination, teamwork, quality control, output and managing the interfaces.
Interface problems can be very complex, culturally, especially where production processes and IT development is outsourced to foreign countries like India.
We are specialized to complete complex high risk projects. High risk projects are projects that previously failed or have a probability to fail. Based on our knowledge and experience we know that projects run into problems when there are vision differences, conflicts of interests, instrumentalism, bureaucratic, actual outcome that differ from the predefined outcome, legacy issues and even project-sickness. Projects bridge the gap between the actual and the desired state and effects “the way we do it here” (interact, position, status, behavior)
Thorough analysis, including the cultural analysis is key for success. In our analysis we focus on the relationship between: the Business – the required outcome – business processes – people – relevance of information processes – applied technology – desired outcome. Based on this analysis we design the project structure, the processes, the desired programs, communication and required behavioral aspect that determine the successful implementation of the project.
Change from Central to Decentralize organizing
It is often not enough to just shift authorities and responsibilities and re-write job descriptions. In this case it was vital to secure/keep the know-how at the head-office intact. After the cultural diagnoses we designed a program: “consultancy skills for staff-officers” for both, the factories staff and the head-office staff. The underlying thoughts were: when you ask your employees to work in a different way, it is necessary that they have the required capabilities to be successful in the new settings. The new skills and intensive coaching on the job proved the pre-condition for a successful transfer of operational decision-making and autonomy to the factories, maintaining the respect in the newly developed professional interactions.
Coaching and training
We developed state of the art training and coaching programs, both as in-company or in open-training settings. For our actual program we refer to the website.