As explained in my previous post, the key step to creating alignment in your organization is to understand your value creation profile – or value creation ‘DNA’. Based on earlier work by my partner Vaughn, we have developed a set of four dimensions to help you with this. As it turns out from few decades…
DetailsIn my previous two posts we saw briefly why aligning your offerings with what customers value is crucial for your organization and how you can do it. In this post and the next post I will tell you more about how to do this. A large part of these posts is based on ideas and…
DetailsAs research shows, the best performing organizations are the ones that are best aligned. They successfully manage to direct all efforts towards creating superior customer value. They know what their customers want and they are entirely focused on delivering just that. But how to achieve this in today’s highly competitive markets? And how to make sure…
DetailsOffering products and services that your customers value is the pinnacle of successful business. Trivial as this may sound, the importance of this simple fact should not be underestimated. Just ask yourself; are all your products and services fully aligned with what your customers want? And is your organization fully aligned so that all efforts are…
DetailsNumbers are important in strategy. Tell me something new, you might say. But I don’t mean the kind of numbers that you probably think of. Of course financial numbers matter, as well as quantitative targets, scores on key performance indicators, and estimations of trends. Those numbers are all important. They help you specify what should…
DetailsIn an earlier post I used the metaphor of driving a car in fog to describe the strategy process. As argued there, strategy can be seen as a process which is focused on closing emergent gaps between what is and what should be. In this post I’d like to go a little bit deeper into this idea.…
DetailsStrategy is mostly seen as a process with a discrete start (an analysis, a new mission, a new CEO, an external event, and so on), a discrete duration (a strategy for 2020, a 3-year plan and so on), and a discrete ending (a written plan, a successfully executed strategy, reaching a particular goal or milestone,…
Details“Nobody wants a strategy!” I have repeatedly heard some version of this concise statement from many clear-minded, pragmatic and front-line thinkers over the years. Why would anyone actually want to go through the strategy process – given its unpopular but well-earned poor reputation? Strategy is often seen at best as being just another bureaucratic burden…
DetailsAt its heart, strategy is a people process. Even though the emphasis is often on the analytical side, at the end of the day it is people who drive the process, interpret how things are, come up with ideas for the future, and execute the strategy. Therefore, I (and also we, as New Strategy Group)…
DetailsLeaders are crucial for successful strategy making. As explained in my previous post, a grounded strategy approach asks for a grounded type of leadership. And as also explained there, such leaders have six key qualities of grounded leadership. Of course, though, leaders cannot effectively make strategy happen on their own. Others are needed and at…
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