From Identity to Strategy
However beautiful a strategy is, you should occasionally look at the results.
Strategy begins with finding yourself as an organization.
This includes
- identity: who we are, what we want, what we stand for
- perception of the situation: what our environment is like
- Building on this, you can develop a strategy: what our mission is, our goals, our direction
Then: Refine and substantiate the three blocks. At this point, the orientation is still very abstract and not well suited for a resilient implementation. In the course of refinement, prioritization questions arise, as they are typical for budget discussions. We distinguish three types (or three budget dimensions):
- Products / product families (“what do we sell”)
- Architecture / technologies (“what can we do”)
- Strategic personnel development (“who produces it”)
And: execute. Strategy implementation is just as important as strategy development to achieve the desired clarity and alignment.
- Creating the climate in which everyone can participate
- Defining the target operating model(s)
- Roll-out and alignment
The context is not as linear as it appears in this diagram: in reality, these steps are interwoven and are iteratively passed through. They are partly fractal and also not exclusively the tasks of (top) management. A cooperative management model connects the strategy with management and day-to-day tasks and involves all employees.
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