Organizations adapt their strategies to incorporate the changes they face: customer needs, market and usage evolution, competition, regulation, etc. We support both private and public decision-makers in defining and implementing their strategic ambition.
We operate at every stage of strategic project developments:
- Establishing a strategic diagnosis by comparing internal vision with objective data and the perspective of customers or users.
- Defining a collective ambition around priority strategic orientations: expressing an ambition, then setting strategic and operational objectives.
- Defining the underlying operational model: economic and financial model, organizational structure, and HR framework.
- Building the trajectory: action plan, key performance indicators.
- Managing deployment: defining governance associated with the project, creating corresponding monitoring and tracking tools, supporting overall project and subsets thereof (eg by area, audience, products)
Our teams intervene from the consolidation of the diagnosis to the construction of the strategic project and its operational implementation.
Our goal is to unite teams, partners, and customers or users around a clear vision of the current positioning, so we can collectively set a shared strategic ambition for the short and medium term.
We approach the development of a strategic project by leveraging five key elements
A strategic project is based on the following framework:
1. Identity (purpose, mission, values);
2. Ambition;
3. Pathway.
Only an objective and shared diagnosis allows stakeholders to project themselves into the future in a constructive manner. It is an essential foundation for the collective development of the strategic plan.
Because it carries meaning and motivation and is implemented daily by teams on the ground, the mobilization of all in developing the strategic plan is necessary to ensure relevance and ownership.
Success though requires adaptations across the operational model: service offering, economic model, business plan, organizational structure and HR plan.
The development of the strategy is a significant team effort that generates both momentum and expectations. To avoid disappointment, transition to action must be carried out through a high-performing steering process.