The objective of our strategy practice is to support senior managers in making and implementing a broad range of decisions that will have a direct impact on their firms' success. To achieve this objective we draw on a broad set of tools that include, but are far from being limited, to strategic planning.
The Need
Most companies have an annual or periodic cycle of strategic-planning that usually culminates in a presentation to their Board. The annual processes may be mechanical in nature where as the periodic processes may be less structured and undertaken in a situation of change.
Research shows a fairly high level of dissatisfaction exists among stakeholders with their planning process. Senior executives generally agree that crafting strategy is one of the most important parts of their job, yet few think this time-consuming process pays off. Many CEOs complain that their strategic planning process yields few new ideas and / or is a highly political exercise. In addition, Boards may criticize plans for their lack of long term vision and of rigor in their preparation (e.g. data poor).
Organizations typically seek the support of an external consultant when:
New leadership (i.e. a new CEO) is brought on board;
Proactive: Firm leadership is seeking to build the burden of proof that is required to make a big decision (significant investment / divestment, business model transformation, etc.);
Reactive: A significant change causes the organization to question its strategies;
The Board has specifically requested a formal strategic plan;
The organization has become frustrated with its current process and lacks the internal resources to support a more productive approach.
Within this overall approach, we offer specific services to support the strategic decision-making of our clients.
