Strategic Thinking

Find out how matrix organizations ensure their future readiness in our upcoming webinar. Question established ways of thinking and methods and increase the agility of your strategy work.

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Get your free ticket for the 1st event day of the digital international conference.

The high speed of change in many markets makes it clear how important it is to act as early and in a coordinated manner as possible when unforeseen events occur. What helps us to deal with uncertainty?

A few key elements are required for the overarching strategy process to form a common, robust core. However the process, methodology and the type of cooperation should be individually designed for each planning unit and aligned with real needs. What should be considered in practice?

The digital transformation leads to significant changes in strategy work. To become "excellent", you should achieve these conditions.

In the last part of our series on the topic of transformation, we described the prerequisites for successful transformation and how to use opportunities in one's own situation. Read now in part 2 how transformation can succeed.

The hard lockdown seems to be over for the moment. Germany and Europe are awakening again. Although the consequences of the crisis are not yet fully visible, clear trends are emerging due to major consulting firms. We, as well, observed these changes, combined them with our practical experience and summarized the most important trend topics for you:

What gives us meaning? Where does performance come from? What drives people? You can find out what is important in our guest article.

In part II of the Strategic insights publication series, we demonstrated practical ways to improve the quality and reliability of forecasting in planning. This article is dedicated to a much greater potential for strategic insights – which can finally be realized thanks to modern methods such as Machine Learning and Artificial Intelligence.

In part I of the publication series Strategic Insights, the potential benefits of extended statistics and machine learning for strategy and planning work were outlined. As a more in-depth introduction to the topic, Part II discusses ways of increasing the quality and reliability of forecasts in planning.

As business environments have grown more diverse in recent decades, picking the right approach to strategy for each context has become increasingly important. We believe there are five broad approaches to strategy.

Developing a robust strategy has never been easy. High business complexity, market dynamics and shorter planning horizons create uncertainty and make it harder to make the right decisions at the right time. A lever lies in a new handling of the already existing strategy data estimates.

Market volatility, growth, disruption, digitization, shareholder value... our current environment is characterized by constant change and ever higher speed. It has never been easy to develop working strategies and implement them with the desired results.

Today’s complex world cannot be mastered with the help of the “old” logic. In the media and during events, we more and more frequently meet the term “agility”. But beyond half knowledge, what’s behind this buzzword, and why shouldn’t we underestimate this topic?

Some people have the gift to boil down complex issues into short, catchy statements. May it be with humor, charm, fighting spirit, or simply wisdom. In doing so, they inspire others to question their habitual ways of thinking and acting and even pursue entirely new paths in life.

Which competitive strategy does your company pursue? Cost leadership or differentiation? If your answer to this question is "both", you are probably on the right track.

What is the reason for Kotter’s continued topicality? Because when all’s said and done, his book ‘Leading Change’ appeared more than 20 years ago.  What is it that’s motivating the strategy community to engage with Kotter today?

Organizing and leading strategy workshops has to be learned, because the results of such workshops have a decisive influence on the future performance of the company.

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