If you find yourself solving the same problems over and over again, find that your plans don’t coincide with reality, have processes that don’t produce the predicted results, have too few customers and too little revenue or find that too often a single focal point impedes progress, you may find that the cause and cure stem from one of the following:

Business Modeling

A business model describes the rationale of how an organization creates, delivers, and captures value. Not understanding your business model leaves you at the mercy of your competition and circumstances that could have been controlled but instead controlled you. For years, many organizations had a sound and healthy business model. Nowadays, as a result of drastic changes, organizations find out that their current business model does not work anymore. The financial crisis, changing consumer behavior, the internet and access to information and knowledge changed the rules of doing business. Traditional business models become outdated and create the urge for new and innovative business models. We help you with the assessment of your current position and the development of new business model options. We facilitate strategic discussions with your team. We generate new options for your business and help you bring them into practice. Our systematic, evidence-based methodology brings together all activities of business model innovation. Together, we analyze the market and the external environment, we assess your current position, we determine ambition and vision. We also define the strategy and we create an adequate business model for delivering it.

Organizational Alignment

Organizational alignment requires compatibility between the strategic and cultural “paths,” and consistency within them. Values should be compatible with goals: a group that values flexibility should think twice about goals focused on developing very tight control systems. Day-to-day behavior should be consistent with stated values: a group that values responsiveness should not answer customer requests with —sorry, that’s not my job.—

Organizations have traditionally emphasized the strategic path. Most invest considerable effort in defining strategic goals and objectives. Fewer address the cultural path with clearly defined statements of values, and fewer still make a consistent effort to ensure that values and strategy are compatible and that work behavior represents their values. Yet the way we do things influences results fully as much as what we do.

Organizational values, like organizational goals, are business necessities. Maintaining an aligned organization requires clarity about values as well as strategies and goals. For example, achieving and maintaining market share requires setting relevant goals and testing actions and decisions against those goals. It also requires communicating relevant organizational values and ensuring that typical behavior in the organization reflects those values.

In recent years, increasing competition and rapid change have generated more interest in the “values side” of the organization — the side most strongly associated with culture. When customers perceive less and less difference among companies in products and services, they begin to place more and more importance on how those companies work with them.

Action Planning

Will your plans be executed or are they just useless philosophical statements with no grounding in the day-to-day realities of the organization. Your commitment to your strategic plan parallels the extent that it includes and completes action plans to reach each strategic goal and includes numerous methods for verifying and evaluating the actual extent of implementation.

Actions plans specify the actions needed to address each of the top organizational issues and to reach each of the associated goals, who will complete each action, how progress and success will be managed, and the timeline.

The successful company will:

1. Develop an overall, top-level action plan that depicts how each strategic goal will be reached.

2. Develop an action plan for each major function in the organization, e.g., marketing, development, finance, personnel, and for each program/service, etc. These plans, in total, should depict how the overall action plan will be implemented. In each action plan, specify the relationship of the action plan to the organization’s overall, top-level action plan.

3. Ensure each manager (and, each employee) has an action plan that contributes to the overall. These plans, in total, should depict how the action plans of the major functions will be implemented.

The payoff for companies that build operations on these three point and differentiate themselves from the pack can be significant.

Areas of Expertise

  • Strategy Consulting & Business Planning
  • Organizational Alignment
  • Executive Coaching
  • Action Planning
  • Customer Validation
  • MVP Definition
  • Business Turnaround
  • Process Improvement
  • Change Management
  • Business Development