Successful strategic work is based on agility. Therefore 3 essential things must be ensured in strategic work.

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

The Corona Crisis has accelerated the digital transformation, which will change the organization and value chain of many companies in the short and medium term. Now is the time to drive digital transformation effectively and sustainably.  We summarized some current trends for you:

How sustainable are German family businesses? Learn more about the importance of digital sovereignty and the key challenges of transformation projects in our interview with the SME experts Katrin Schwarz and Oliver Stiefenhofer from AYB I About Your Business GmbH.

Many transformation efforts remain ineffective. And often not because of a flawed strategy, but because the change does not reach the organization sustainably. Taking the organization through a phase of change is one of the key tasks of leadership – and managers should know these 6 risks.

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.

With Digineers, Evolutionizer has gained a partner whose most important asset in the digital world is data and its analysis. The team has set itself the task of using the available data to develop a targeted and reliable navigation system for companies that enables rapid corporate decision-making.

As a result of the crisis management, many companies have already successfully implemented initial changes and are initiating new topics for implementation. We are experiencing a seamless transition to a phase of transformation that not only involves risks, but also opportunities. We have summarized a few of the success factors for sustainable transformation.

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 about the resilience of the medium-sized companies? What measures do they take to prepare for the post-Corona period? We discussed these and other questions with selected companies in April 2020. Our 6 recommendations for action in 2020:

One of the central tasks of the CFO during a crisis is to ensure financial liquidity. A liquidity squeeze can quickly threaten the existence of the company. Especially in times of crisis, a lot of extra measures are required in addition to operational cost and liquidity management.

In economically difficult phases, companies run the risk of focusing exclusively on key operating figures and losing sight of important strategic issues. With these 5 evaluation perspectives you avoid strategic mistakes and ensure a balanced initiative portfolio management.

The initial shock of the corona crisis has been overcome, and the economic effects will continue to accompany us for a very long time. We must assume that volatility and uncertainty in our markets will continue to increase and become the new normality in the business world. The unknown will become permanently greater, we are forced to become even more agile as a company.

We are experiencing one of the biggest shutdowns in recent history. Nearly all companies are currently asking themselves how they can avert greater losses from their business from the effects of the crisis on their business, how they can continue to act and how they can prepare for the "ramp-up" after the crisis.

At the 27th Munich Management Colloquium (MMC), more than 80 leading managers and executives from various industries – including Dr. Heinrich Hiesinger – will speak on new business models, artificial intelligence and machine learning and present their solution concepts.

With immediate effect, TME AG headquartered in Frankfurt is one of our business partners. For more than ten years the team has been advising companies across industries.

If personnel expenses increase more or less in proportion to sales over a longer period of time, this is a sign of potential for productivity and efficiency increases. But what are the levers for increasing agility in our organizations?

Evolutionizer Group’s new partner is AYB | About Your Business GmbH, based in Düsseldorf. We welcome AYB and look forward to many exciting projects! How can AYB and Evolutionizer support you? Learn more.

In the 1990s, concepts such as the Balanced Scorecard (BSC) were developed, which have since been applied in practice on a number of occasions in breadth and depth. Since a few years the OKR concept (Objectives & Key Results) has become more popular. It promises a more flexible, agile approach to objectives and is intended to create a better balance.

We know about the sensitivity of your information and business processes. For us it is the essence that independent auditors confirm that your business information and processes are secure on our Solyp platform.

When discussing the requirements of modern change management, one is sometimes confronted with the sentence "Everything flows". It is intended to characterize the dynamics of change in companies, to make it clear that companies and their employees must be able and willing to change if they want to survive economically in the future.

Current and important topics, inspiring discussions and also charity: In December we invited our Solyp users to Nuremberg for two days. For the eighth time, our customers came to exchange information with us about trends and developments in the technology industry, the Solyp platform, and developments in the field of Machine Learning and analytics.

"Give and take feedback" can be found in all leadership programs. In contrast, implementation in practice is often not very consistent. But feedback is one of the most effective tools of leadership development.

From the beginning of 2018, Solyp3 was successfully used worldwide in Evonik's Regions Development division. The specialty chemicals company is now extending its co-operation towards the development and implementation of regional initiatives and programs with Solyp 4.0.

Thanks to intensive cooperation with our customers and all our Evolutionizer colleagues in Düsseldorf, St. Gallen and Nuremberg, Solyp 4.0 was created, our Enterprise Cloud for Strategy, the digital home for your strategy!

It is so easy to say: The organizational structure has to fit the strategy: Structure follows Strategy. That is true at its core, but also very demanding in times of ever faster changing conditions. How can the established stable forms of organization of many family-owned companies meet those new requirements?

Target-orientated investments, optimising workload and successfully implementing additional company strategies – strategic project portfolio management allows for effective project execution, for example when implementing changes as part of digitalisation and in relation to levelled capacity planning.

Most users of our Solyp 4.0 platform should be just as pleased with the news from Microsoft as we are: Microsoft is expected to provide server space in Germany in the fourth quarter of this year.

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

Developing and promoting people is a plea against changing the personality of people. It is therefore one of the most important tasks of managers to take people as they are.

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.

Positioning is not primarily about changing products or services, but about actively designing how customers and leads perceive the company. Thus, corporate strategy always affects the positioning of an enterprise and its offers in the eyes of the customers.

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.

How does a clear market/customer segmentation benefit strategic business development? How can segmentation be carried out pragmatically? The following article provides food for thought on the basis of our experience with lots of medium-sized family businesses.

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?

In many companies, strategic planning remains ineffective. A key ingredient of an impactful processes is a careful balance between data and debate. Four practical approaches from our experience on BCG client projects can help.

Which core competencies create a sustainable competitive advantage over the competition? VRIO analysis is a good way to find out.

From now on, The Boston Consulting Group (BCG) and our company will organize strategic work for a great deal of companies together: Both enterprises will be closely working together in order to further promote the digitalization of strategic management processes.

Operational and strategic planning are not mutually exclusive opposites! In many companies, however, there is a different understanding here.

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.

Contrary to popular claims, good products do not simply sell themselves. Successful companies therefore not only develop innovative products, but also effective go-to-market strategies. Do you already use them?

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.

One of the central questions which first need to be clarified as part of the introduction or revision of a strategic planning process in medium and large enterprises is the direction of planning.

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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Lasting success is the result of good strategic decisions. And these are based on effective strategic thinking.

Key Risk Indicators signal changes in the company's risk profile at an early stage. We show you how you can identify risks early on and actively counter them with suitable measures.

The corporate environment is characterized by rapidly increasing complexity, dynamics and decreasing predictability. This situation requires new approaches to thinking and acting from management and those responsible for strategy.

The number and interrelations of these stakeholder groups are becoming increasingly complex in today’s connected, globalized world. Yet, still very few companies pursue an active, long-term approach to stakeholder management.

Many businesses are good at creating value by developing innovative new products and services. But when it comes to capturing that value and turning it into profits, the inventiveness of executives and managers all too often reaches its limits.

What do have companies like IBM, Philips, Unilever (Dove), and McKinsey & Company in common? They are all considered thought leaders within their industries. A position which they have attained over many years through large-scale content management programs and hard, dedicated work.

One of the most common mistakes when it comes to strategy implementation is that responsibilities are not clearly defined. Employees are not sure what is expected of them or simply assume that someone else will do the job. Create a remedy with RACI Matrix.

In contrast to traditional, incremental budgeting, Zero-Base Budgeting does not simply update the costs of the previous year. Instead, the budget is replanned from scratch, similar to when you start a business.

Change management is focused on the people. It aims to implement change in a comprehensive, smooth, and lasting way. But how can it be achieved in practice?

Bridging the gap between strategy development and execution is one of the biggest challenges many organizations face. Probably the most important driver for a successful strategy implementation is the so-called strategic alignment.