The industry structure analysis according to Michael Porter focuses the strategy process primarily on the position of companies in their respective industry. The aim of the industry structure analysis is to fully exploit the core competencies of your own organization and, as a result, to achieve competitive advantages and above-average returns. As part of the analysis, future competitive activities and structural changes within the industry are anticipated and taken into account in one’s own strategic behavior.
A company’s strategies are based on resources, skills, and competencies and include the corporate environment in the planning. Strategies should help to identify the potential for success.
However, the potential for success only becomes effective when it is possible to mobilize it. Help with
If a strategy management consultancy manages to exploit customers’ potential for success, it can achieve competitive advantages and thus achieve its long-term goals.
This process of target achievement can be understood as an iterative process in which learning experiences that are made along the way are systematically evaluated and integrated into the current or next process (learning organization).
In this sense, after the strategy process is before the next strategy cycle – because strategies and their implementation have to be adapted regularly. The shorter these optimization and adjustment cycles, the more likely one speaks of an “agile approach” or “agile strategy approach”.
We tailor strategy procedures to our needs based on the market environment, company model, value chain, and corporate culture. Ask us in a free initial consultation about a suitable procedure for your company or your organization!
A comprehensive, interactive communication approach that incorporates the stakeholder groups engaged as early as possible is an important critical aspect in the execution of initiatives. Current research results identify the following reasons for a lack of agreement with a corporate strategy:
The following control questions can help to make the strategy process as successful as possible:
Good strategy implementation, therefore, begins well before the actual implementation with a participative process of strategy development and a realistic, fact-based planning phase in which possible conflicts of interest and resource bottlenecks should be addressed early.