To unravel the knot

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Networked thinking in strategy development requires a great deal of critical reflection. Answers have to be found to the following questions, for instance:

 

• What market trends are to be expected in the next 4-5 years?
• Which resources are available to the organization, now and in the future?
• What influence do direct and indirect competitors have on the organization today and tomorrrow?
• What capabilities does the organization have which are difficult to copy by the competition?
• What different expectations (internal and external) do exist concerning the problem to be solved?
• What projects are to be developed in order to achieve short-term success?
• What projects have a middle- to long-term time schedule?
• Welche Projekte haben einen mittel-/langfristigen Zeithorizont?
• How is project success measured?

 

These and other questions have to be analyzed and evaluated in order to develop the future strategy and to refine the current strategy. Next to analyzing, the intuition and experience of the management and the employees needs to be considered. Deriving from the organizational strategy I also work with the management to find practical suggestions for branding.

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Networked thinking in brand management requires a great deal of critical reflection. Answers have to be found to the following questions, for instance:

 

• What values define the organization at this time, what values were there in the past and what values will define the organization in the future?
• What product brands are there and how can they be harmonize with the entire company brand?
• which efforts have to be made in order for the customer or other stakeholder groups to recognize those values?
• What role do these values play for the employees?
• What role do the managers play in translating the meaning of those values?
• What processes have to be devloped and how, so that the company promise is redeemed to the customer and stakeholders?
• What indicators can measure if the customer and stakeholder feels what the company promises?

 

These and other questions have to be analyzed and evaluated in order to develop the future brand of the organization with all its possible product brands or to refine the current brand strategy. Next to analyzing, the intuition and experience of both managment and employees need to be considered.

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Networked thinking in the area of CSR/responsibility requires a great deal of critical reflection. Answers to the following questions have to be found, for instance:

 

• What stakeholder groups of the organization have which expectations when it comes to the topic of CSR and responsibility?
• What priority does the management have concerning CSR and responsibility?
• What understanding of CSR/responsibility exists in the organization?
• How far is the management willing to go when it comes to this area?
• Which resources are available?
• How well can partners in the value chain be controlled/punished when it comes to applying the CSR-standards?

 

These and other questions have to be analyzed and evaluated in order to make a decision when it comes to the role CSR and responsibility can play in the organization. Next to analyzing, the intuition and experience of the management and the employees needs to be considered.

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