Strategy
How to create and sustain meaningful points of differentiation in a rapidly changing market?
Strategy is a crucial recipe for an organization’s success. It enables the organization to decide on what to invest in and forgo. A successful strategy centers an organization around its core mission and answers why customers select us.
A well-crafted strategic plan gives the organization a clear sense of direction and purpose, guiding its operations toward achieving desired outcomes.
Strategy execution involves translating strategic goals into actionable initiatives, requiring significant time and attention from management.
A good strategy is a balanced mixture of vision and courage, as well as listening to and understanding the customer’s voice.
What is the Strategy work procedure?
1. STRATEGY WORK
We develop a business strategy in a participatory way with the help of an illustrative strategy canvas, which summarises the underlying assumptions and key options concerning the strategy. The result is a clear vision of the company’s priorities and the measures for achieving these goals.
2. IMPLEMENTATION
Implementation is the most critical part of strategy work. Based on industry research and our findings, the greatest challenges in strategy implementation are often related to seven root causes. We identify these bottlenecks and determine the appropriate strategy implementation and communication methods that work best for your company.
3. CHANGE MANAGEMENT
We support and coach the CEO and management team in leading important transformations and change projects. Situations may sometimes require structural changes as well as acquiring new business or technology – and often letting go of old practices.
Rohjeta’s services in strategy:
Explore the cases!
The construction and real estate conglomerate had grown significantly in recent years. The company’s board and management saw the need to crystallize the company’s strategy in order to manage growth and focus resources on the right things.
Rohjeta assisted the company’s management in crystallizing choices about the business areas in which the conglomerate wants to continue participating, as well as the vision for new sectors and geographical areas into which it wants to expand.
During the work, it was also clarified what services the conglomerate offers and what is done in its subsidiaries. The key distinguishing factors of the subsidiaries were also identified.
Once the board approved the strategy, it was encapsulated into a clear visual form, making it easy to communicate to various stakeholders and to monitor its implementation. The strategy became a central management tool for the CEO of the conglomerate.
For a company in the energy and circular economy sector, an ambitious growth strategy had been defined. The company’s management considered it important that the strategy be broken down and concretized into everyday actions, so that everyone would have a common understanding of what it means and what its implementation requires.
Rohjeta facilitated a series of physical and virtual workshop meetings for the company’s leadership and managers, in which concrete focus areas were derived from the strategy.
Responsible persons, actions, and performance metrics were later defined for these areas. Actions were also assigned responsibilities, and the monitoring of metrics was agreed upon collectively.
After the executive team confirmed the results of the work, they were encapsulated into a progress plan and documented in a way that made them easy to communicate and their implementation convenient to monitor. The implementation of the strategy is regularly evaluated at predefined checkpoints.
A rapidly growing IT and technology company felt that its management system was no longer effective in the current situation. The company’s management deemed it necessary for an external party to analyze its management system and practices and present examples from other companies.
Rohjeta conducted extensive interviews with the company’s leadership and managers and organized workshop sessions to discuss the results of the interviews.
“Based on the results, management roles and responsibilities were redefined and reporting practices were clarified in collaboration with the company’s CEO.
Additionally, based on the interviews, a set of development areas were identified for which progress plans were created and responsible persons were appointed.
During the project, attention was also paid to the executive team’s work, and a new structure and operating model were created for it.