" Strategy is not a lengthy action plan but the evolution of a
central key idea through continually changing circumstances.
Strategy has to be dynamic and anticipatory. "
(Jack Welch - GE)

The prerequisites – a Vision, Values and a Strategy

Before implementing a company strategy it is important to ensure the fundamentals are respected. As our objective is to put our approach in place permanently and guarantee real added value, it is essential that we work on the basis of several fundamentals.

• The company’s long term Vision is formalized, communicated and shared by the entire organization.
• The true Values of the company are known and identified in the form of behaviors by all the company’s employees.
• The Strategy for achieving your vision is formalized in a simple, clear way and is shared by all the members of the steering committee / executive committee.

Value Curves

When these three fundamentals are present we are able to identify your strategic orientations using the tools relating to your positioning compared to your competitors and the expectations of your company’s target customers. In our opinion the Value Curves are the most appropriate tools for achieving this objective if the analysis is complemented by an analysis of your competitors’ movements (past and future). These strategic orientations are one of the key factors in executing your strategy. They must be simple and clear so that everyone can understand them.

Strategy Map *

This stage enables you to ensure uniform deployment throughout your organization by means of strategic orientations, strategic objectives and the associated strategic projects.
We formalize and then deploy the strategy, assisting the management team in the use of the Strategy Map and Balanced Scorecard.

The Strategy Map makes it possible to formalize the strategy in a simple, clear and precise way: it translates the strategy into operational terms. This formalization is on the basis of finance, stakeholders (customers, partners, suppliers) and the major drivers in your strategic orientations; all underpinned by the foundations of your company - your human capital.

This stage is enriched by prioritizing your strategic objectives in view of the expectations of your customers and shareholders in order to avoid dissipating energies and resources and focus on the most important and urgent objectives.

The Balanced Scorecard *

This stage consists of completing the strategy map for your performance indicators and your strategic projects in order to formalize your Balanced Scorecard. The target values for your Balanced Scorecard performance indicators must be those from the budget process and your medium term plan. This is an essential stage with the aim of validating both the coherence of the strategic objectives and the feasibility of your strategy.

Our experience in the various functions within companies has enabled us to formalize governance Balanced Scorecards, operational Balanced Scorecards and Balanced Scorecards that are specific to support functions: HR and quality in particular.

(*) Kaplan & Norton