Strategy

Facts: Many mission and vision statements are either poorly articulated or deprived of meaning to employees. Defining vision and strategy is not a back of envelope exercise, nor is it producing a simple statement to pin to the walls. Strategy not only needs to be created; it also has to be articulated, communicated, shared and, above all 'translated' into everybody's job.

Objectives:

To articulate or refine the vision of the company in a way that is clearly understood, well disseminated and translated into roles and responsibilities for all. To achieve a shared understanding, a common sense of purpose and a commitment to action.

Activities:

We develop a multi-criteria strategy that articulates the vision of the company. This is done through interviews with senior management and others and through working with a selected 'strategy group' , the composition of which is unique to each company. A strategy setting workshop consolidates all the elements gathered and matches them against potential future scenarios, including a shared 'visualization' of success and failure. An optional strategy workshop as a follow-up to check for consistency.

Outcome:

A dynamic strategic position document that acts as a true north for any company activity. This consolidated document not only expresses the vision and strategy, but clearly refers to its implications for the organisation in terms of people and skills, non-negotiable behaviours, management styles, values, principles and ways of working. Alternative 'future Scenarios' are evaluated and catered for.

When?

At the time of initial company growth, or when it has reached some level of complexity, perhaps building upon initial, original or existing vision and mission statements.

Typical Time Frame:

This is usually a 2-3 week initiative with a one-off workshop (one to two days) as a key event.