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However beautiful a strategy is, you should occasionally look at the results.

Strategy starts with finding yourself as an organization.

This includes

• Identity: who we are, what we want, what we stand for
• Perception of the situation: how is our environment
• Based on that, you can develop a strategy: What is our mission, our goals, our direction

Then: refine and concretize the three blocks. At this point, the orientation is still very abstract and not well suited for robust implementation. In the course of refinement, prioritization issues arise that are typical of 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: implement. Strategy implementation is as important as strategy development in achieving the desired clarity and alignment.

• Creating the climate in which everyone can participate
• Set target operation model(s)
• Roll out and alignment

The connection is not as linear as it looks in this diagram:.in reality, these steps are interwoven, are iterated through. They are partly fractal and also not exclusively the tasks of (top) management. A collaborative management model links strategy with management and day-to-day tasks and involves all employees.

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