Strategy and Implementation
The call to come up with some sort of strategy in an organization is as popular as the demand for more transparency and better communication. But strategy is one of those typically slippery terms everyone interprets differently – something that can be conjured up at will, whether to be clamored for, rejected or used as a smokescreen.
Sometimes, strategy is nothing more than a nicely printed piece of paper with any number of pretty goals on it. More extraordinary are cases where a true strategy provides actual operative instructions. The operationalization is usually the crux: Often the strategy fails to elucidate proper orientation for those who need orientation. And occasionally it simply proves to be useless for the task at hand and must be revised.
For us, strategy does not mean developing and presenting a plan that our customers can work through like a checklist while hoping the market will wait on them. Rather, strategy always denotes a clearly delineated scope of action that enables every single employee to make the right operative decisions that both serve the company’s goals and reflect the dynamics of the respective market.
We accompany this strategic process and work with our customers to determine the scope of action. If need be, we also assist in adapting the strategy to the organizational needs and support the internal communicative tracks. Think of our assistance as a way of jointly translating a company’s strategy such that it creates true changes to the way that company’s workforce makes and implements operative decisions.
Do you have questions?
»I’m especially happy that our strategy did not end up in the drawer but has remained relevant and useful and became the subject of further discussion. Of course, in the end, that meant burying our previous business plans completely, albeit with a good conscience. They would only have frayed our nerves more and wasted precious time.«
Paul Rösberg, Inhaber & CEO, Rösberg Engineering Ingenieurgesellschaft mbH für Automation
What we wanted was to have our whole business fine-tuned, to steer the focus toward our individual business areas and still retain a solid metalevel as the bracket that holds everything together. Also, we wanted to move away from these rigid, polished business plans that seem to always end up in the drawer.
Together with the Organeers, we then envisioned a rather simple target with checkpoints that could be adapted dynamically. For me, this sort of strategy development seemed extremely pragmatic and easy to handle – and refreshing.
An important aspect of the new strategy was the question: What do we throw out, what is superfluous? At the beginning, that was not an easy task, though in our everyday business it proved helpful to have options to dispense with. It sharpened our focus. Also, the strategic and metalevel principles we ended up agreeing on collaboratively could be productively applied everywhere and guided our subsequent actions.
I’m especially happy that our strategy did not end up in the drawer but has remained relevant and useful and became the subject of further discussion. Of course, in the end, that meant burying our previous business plans completely, albeit with a good conscience. They would only have frayed our nerves more and wasted precious time.