Just get it done!
The five areas you should work with in order to create real effect of the strategy
Often, when strategies are announced, a magical link appears between the direction and goals and how to implement them. It is ”magical” in the sense that the implementation process often does not contain the same level of clarity or tightness as the formulation of the strategy.
Strategy as design, not problem-solving
At Implement Consulting Group, we recently co-hosted a strategy session with Roger Martin in New York. It was designed as a “learning lab” that brought together executives from some of the largest US and Scandinavian companies to discuss how to rethink and improve the way that companies make strategic choices.
Bridging strategy and leadership with non-negotiable standards
As a leader, it can be an almost unbearable temptation to let off steam, when subordinate employees do not comply with a set of agreed-upon standards. However, only meaningful actions at an individual level have the power to affect behaviour.
Strategy as Transformation
When a butterfly flaps its wings in Denmark, the ultimate consequence may be that it triggers a hurricane in the Caribbean months later. This was one of the more spectacular conclusions that followed in the wake of the discovery that complex systems, such as the atmosphere, are extremely sensitive to the slightest change in the system’s initial conditions.
Exploiting new opportunities for growth requires deep customer insights and a fresh look at the components of your business model. Tweaking existing products and services will merely bring you incremental returns, while winning growth strategies are powered by the will to rethink business models.
Strategy is not complex. The best strategies are simple because of their insightful and clearly articulated choices about the future. But making choices and executing the strategy is hard.
By aligning your company’s organisational design with its strategic intent, your management team will be better equipped to achieve targets and help push the company forward to meet new challenges.
Maersk Line is fundamentally changing the conversation with its customers as a key enabler in producing top-tier performance in a tough market. Maersk Line divisions all over the world have already noted behavioural changes in key areas. Several improved business impact cases, where both customers and Maersk Line realised more value, have been documented.
Maersk launched the Daily Maersk service in 2011 to change the rules of the game in the highly conservative shipping industry. The new business model was designed to tackle three fundamental industry challenges: unreliability, environmental impact and complex services.
The Danish electric mobility operator CLEVER A/S has turned traditional strategic thinking upside down to overcome challenges in an immature industry and to pave the way for the mass-market breakthrough of the electric vehicle.