Our primary approach to provide you with lasting value is to help you set up a resource-appropriate process for making strategic decisions that is ongoing, agile, and rigorous. We want to help you be ready to make decisions when the time is right – not beholden to a planning calendar .
Events on the calendar like offsites can make sense depending on your leadership team and culture. If that’s the case we can put that together and facilitate it for you. We have architected and facilitated numerous strategy retreats as well as more frequent, shorter meetings. And we can include a large group of leaders or a more intimate set of influencers.
The bigger issue is getting resources aligned against a chosen direction when it’s best for the market.
A complete analysis of a strategic issue has several facets. However, we know it doesn’t make sense to force the full analysis in every case. We’ll first understand where you are, and move forward from there. If we find that we need to back up and enhance an aspect of the analysis, well then we’ll do that. Primary elements of our approach to analyzing issues include:
There are great opportunities now for companies to “allow customers in” to participate in the value creation process. When you provide a platform to create value, you not only reduce your costs, but you also generate proprietary intellectual capital, by seeing what customers choose to do when they have the opportunity. Not to mention giving your customers a better experience and helping them get exactly what they need.
We’ll be happy to show you how to create value with your customers. This technique can also be used internally to break down silos inside your organization.
Describing where you are today – what the real strategies are that your current resource allocation are supporting – has tremendous benefits.
Almost without exception, people in organizations have different internal perspectives regarding what strategies mean in practice, and therefore they end up pursing initiatives that seem to optimize their particular area of expertise, but end up collectively pointing in different directions.
Building a strategy map that defines the current stated or unstated strategies will 1) provide a platform of alignment from which to move forward, and 2) allow for some re-alignment of spending even before new initiatives are launched. Imagine that – getting an immediate cost savings from a strategy initiative!
As an early practitioner and contributor to the Balanced Scorecard methodology and it’s associated components, Strategy Maps and Themes, Convergent is expert at building a map (or maps) that clearly tell the story of your current strategy. That will provide the frame from which to make the changes that are needed.
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Whether the strategy calls for setting up a highly structured Program Management Office, or just defining and driving a few smaller initiatives, we’ve spent careers doing this. We can bring the heavy methodology for cross-enterprise efforts, or the blank sheet of paper for more targeted projects. It’s about what your organization and culture needs, and what your strategic direction requires.
We’ll clearly define the objectives, the path, and drive home completion for your large or small portfolio of initiatives. In addition, you will be kept informed of progress, insights that emerge, and even ideas for changing course if it becomes clear that assumptions leading to original course have changed.
When our clients make a change in either their target market, or in the value that they provide to customers, it naturally follows that some adjustments will have to be made their business processes. The processes at which our clients excel determine the value that they can deliver to their customers.
We will be happy to use our business process adjustment approach to map out the current processes, key points of adjustment, the future process, and how to get there. This is a great stage of the engagement because we will be seeing real change in execution toward the new strategy!