STRATEGY AND ORGANIZATIONAL DEVELOPMENT
Involve to evolve
To succeed in strategy and organizational development, it is crucial to involve and empower those who will actually do the work. To maintain competitiveness, both the business and its people must be in constant motion. By utilizing recognized frameworks and effective methods of engagement, we develop agile organizations that quickly adapt to changes in the environment.
Strategies hold little value if they are not anchored within the organization. Challenges in strategic work rarely stem from a lack of analysis, understanding of strategy, or the ability to make good decisions. 60 to 90 percent of strategic plans are never fully realized. In many cases, the challenges revolve around the strategy not being well understood and anchored within the organization. If the business has also not built an operational model that can deliver on the strategy, goal achievement will fail.
As advisors and facilitators throughout the strategy process, our main task is to adapt methods, frameworks, and tools, as well as facilitate key activities within the board, management, and their employees. We utilize extensive experience in strategy and change work, combined with an organizational psychology approach, to facilitate progress, anchoring, and value creation within the organization from day one.
Customer and user experiences are often a crucial part of the organization's competitiveness and delivery capability. Therefore, strategic development work often starts with customer and user needs. Customer-oriented organizational development is about developing processes, products, or business models in a way that allows the organization to create higher customer value and better user experiences.
SET GOALS AND STRATEGY
Where does the organization aim to be in the coming years? What goal structure will best serve the strategy? In some cases, the goal picture is clear, while in others, there may be a need to clarify or adjust before the development process begins. Subsequently, the gaps can be defined, and the development work can commence. It is often relevant to address one or more areas.
ASSESSMENT OF CURRENT SITUATION AND GAPS
Development should begin with a clear understanding of the gaps that limit the ability to achieve the goals. Where is the company today? What is the operating model, strategy, and competency gaps? The analysis may involve mapping out markets, trends, competitive situations, and the organization itself. Key questions may include: How is the organization structured? How are human and machine resources managed and utilized? To what extent do we have an operating model that is geared towards delivering on the strategic goals?
ORGANIZATION, GOVERNANCE, AND STRUCTURES
What forms of organization, role structures, interfaces, and governance systems will best support the strategy? Are there clear lines of decision-making within the company? How does the governance structure support the strategic goals? Which systems facilitate information and data flow?
PROCESSES AND FLOW
What processes are necessary to achieve the goals? Are processes and activities structured in a cohesive model? Can processes be optimized or made more efficient? How does information flow in the organization support the strategic goals? How are information and data flow supported by current technological solutions?
EXPERTISE
What skills are crucial for the company's workflow? How should the company strategically manage its human resources? We create a comprehensive overview of the resources available to the company, the human challenges it faces, and the necessary steps to maintain, attract, and develop expertise that aligns with the company's strategy.
CULTURE
Does the current culture reflect the company's values and vision? To what extent does culture permeate the entire organization? Culture is a crucial tool in realizing the strategy. Today, organizations are constantly facing the need for change. Building a robust culture where employees are engaged and involved is often essential.
Multicultural collaboration is increasing in tandem with globalization in numerous businesses. In most cases, it is critical to be able to lead and communicate in a way that crosses work cultures.
SUSTAINABILITY
Increasing demands and expectations from consumers, governments, and businesses are causing many leaders to feel uncertain about how to approach the task of implementing a sustainability strategy or integrating sustainability efforts into their company's strategy. The UN Sustainable Development Goals are extensive, and different businesses have varying strategic goals. The key to a successful sustainability strategy is for leadership to define a small set of goals that the company can truly impact. For instance, there will be a significant difference between a service-based company and a manufacturing company - and the company must determine what works best for them.
The work is based on the same type of process as other strategic work - assessing the current situation and gaps, defining a strategy, and setting up the organization to deliver on the goals.
CUSTOMER-CENTRIC DEVELOPMENT
Customer and user experiences are often a central part of a business's competitive edge and delivery capability. Strategic development work can therefore often be based on customer and user needs. Customer-centric organizational development is about developing processes, products, services, or business models in a way that allows the organization to create higher customer value and better user experiences. We frequently work with customer and user journeys or LEAN, and often utilize methods drawn from Design Thinking.