Your strategy on a single page instead of 273 PowerPoint slides.

The strategy workflow for mid-sized companies

Anyone who sets out as a company leader to build a new strategy is buried in clever approaches from academia, consultants, and self-appointed experts of every stripe. That makes it hard for many of the people responsible for strategy to find the right path for developing and implementing a coherent, activating corporate strategy. After months of grinding strategy work alongside day-to-day business, the enthusiasm and momentum are gone, and in the end you're disappointed with the result.

From our work with strategy leaders in mid-sized companies and corporate divisions, we know the questions that keep you up at night:

• Which strategic framework is the right one for us? What belongs in it?
• What method should we follow for strategy development and execution?
• How can we work through the elements of the strategy process efficiently and effectively?
• How do we build buy-in for the strategy we develop?

These needs of strategy practitioners drove us to develop a simple, practical tool for the strategy process, from formulating a strategy all the way to executing it. The StrategyFrame® connects and visualizes the essential elements of strategy work in one complete picture that gives everyone involved and affected clarity and orientation on content, process, and perhaps even emotion. Its three core modules answer the central questions: what do we need to know, what do we need to decide, and what do we need to do.

That's how the StrategyFrame® gives you room for strategic focus and real impact. You work on your strategy step by step, guided by state-of-the-art learning technology, and enter your results directly through our integrated whiteboard functionality. Your StrategyFrame® canvas fills up and becomes the bridge to your future.

The three core modules of the StrategyFrame®

1. Situation analysis

This is about analyzing where your company stands in its current fields of activity, identifying possible new ones, and understanding the external environment. The task is to find answers to these questions:

• Where is your greatest potential in the »market«?
• Which markets are you addressing?
• What do your »customers« need, and how are those needs changing?
• Who are the »competitors«?
• Which »trends« are changing your industry?
• What is happening in the »broader environment«?
• What do your »own realities« look like?
• What »challenges« does this create for your company?

2. Target picture

In the second core module, you develop the »focus« of your corporate strategy on four levels:

IMPACT

With your »impact statement«, you define how your company intends to create lasting impact for the economy, the environment, and society.

CUSTOMER VALUE & SUPERIOR PROFITS

With differentiating »customer value«, you make clear what your company will do better or differently than the competition, and how it will turn that into »superior profits« to stay one step ahead.

PLAYING FIELD

At the heart of focusing is staking out your company's playing fields. Which »target markets« do you want to operate in? Which »customer segments« do you want to address with which »offerings«? Which competitors are you stepping into the ring with?

PRIORITIES

With »objectives« and »key results«, you define what's next for your company and in what order. Objectives and key results can be driven by quantitative as well as qualitative motives.

3. Fields of action

Once your target picture is set, it's about making it real.

• What do you and your team need to tackle inside the company?
• Which »structures & processes« are needed?
• How can you make the best possible use of »data & IT« in the digital age?
• Which »people« with which skills does your company need?
• Which »culture« unleashes the power for »innovation«?
• Which strategic »partners« could help you reach your goals?

If your corporate strategy needs to take effect across different business units, geographies and functions, this is where you define the value each unit is expected to contribute.

To keep your strategy from remaining a mere declaration of intent, you set up a »roadmap« for its implementation and for the transformation of your company.

It defines the »governance« of timing and content, the »cascading« of the strategy through the individual business units, geographies and functions, and the »dramaturgy« you want to follow in each phase.

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