Corporate strategy
Developing corporate and business unit strategies and — more rarely offered — the measurement and governance framework behind them, which keeps the objectives accountable in day-to-day operations.
Typical engagement situations
A new strategic cycle is starting. Shareholder or group-level expectations exist, but they have not yet been translated into a target system at subsidiary level.
The strategy exists, execution stalls. The document is finished, but there are no owners, schedule or metrics behind it.
Progress is not visible. Management cannot say whether the organisation moved closer to its goals over the past quarter.
After a reorganisation. The target systems of merged or separated units need to be aligned.
What the engagement covers
- Strategic assessment, executive in-depth interviews and workshops
- Strategy map and target system at corporate, divisional and business unit level
- KPI framework, measurement logic and data sources
- Implementation roadmap, programme portfolio and resource plan
- Strategy controlling and monitoring system, executive reporting routine
- Aligning incentive and performance evaluation logic with the target system
Typical outcome
- A single document from which every level of the organisation knows what is expected of it
- Quarterly, data-based progress measurement
- A target system built for management decisions, not just for a presentation
