Wie läuft eine Beratung zur Strategieentwicklung ab?

Den genauen Ablauf haben wir hier für Sie beschrieben .

Wie lange dauert ein Strategieentwicklungsprozess?

Das kommt sehr auf den Beteiligungsgrad und die konkrete Fragestellung an. Wenn Sie einen kompletten Strategieentwicklungsprozess durchlaufen wollen, sind dies erfahrungsgemäß 10-15 Workshop-Tage vor Ort bei Ihnen (je nach Größe Ihres Unternehmens/ihrer Organisation). FAQ: Oft gestellte Fragen zur Strategieentwicklung Wie läuft eine Beratung zur Strategieentwicklung ab? FAQ AntStrategieentwicklung ist Führungsaufgabe. Je nach Art und Umfang der Fragestellung empfehlen wir, relevante Stakeholder/Beteiligtengruppen/Fachleute aus Ihrem Unternehmen an dem Prozess zu beteiligen. Das sind dann in der Regel Führungskräfte aus der 2. und 3. Ebene, möglicherweise auch Teamleitende oder Fachexperten zu engeren Fragestellungen. Die richtigen Beteilgtengruppen zu identifizieren ist unter anderem ein wesentlicher Schritt in unseren Strategieprozessen. Als erfahrene Unternehmensberatung für Strategieentwicklung unterstützen wir Sie gern.wort Wie lange dauert ein Strategieentwicklungsprozess? FAQ AntStrategieentwicklung ist Führungsaufgabe. Je nach Art und Umfang der Fragestellung empfehlen wir, relevante Stakeholder/Beteiligtengruppen/Fachleute aus Ihrem Unternehmen an dem Prozess zu beteiligen. Das sind dann in der Regel Führungskräfte aus der 2. und 3. Ebene, möglicherweise auch Teamleitende oder Fachexperten zu engeren Fragestellungen. Kleinere Prozesse mit engeren Fragestellungen oder auch Strategieentwicklung in Großgruppen-Formaten können wir mit 1-3 Tagen vor Ort bei Ihnen sehr gut abbilden.

Wer sollte bei einem Strategieentwicklungsprozess beteiligt sein?

Strategieentwicklung ist Führungsaufgabe. Je nach Art und Umfang der Fragestellung empfehlen wir, relevante Stakeholder/Beteiligtengruppen/Fachleute aus Ihrem Unternehmen an dem Prozess zu beteiligen. Das sind dann in der Regel Führungskräfte aus der 2. und 3. Ebene, möglicherweise auch Teamleitende oder Fachexperten zu engeren Fragestellungen. Die richtigen Beteilgtengruppen zu identifizieren ist unter anderem ein wesentlicher Schritt in unseren Strategieprozessen . Als erfahrene Unternehmensberatung für Strategieentwicklung unterstützen wir Sie gern .

Welche Referenzen und Erfahrungen in Strategieprozessen haben wir?

Wir sind eine erfahrene Unternehmensberatung für Strategieentwicklung. Wir haben schon für Unternehmen in sehr unterschiedlichen Branchen gearbeitet. Hier finden Sie einen Überblick über unsere aussagekräftigen Referenzen und Projekte !

Strategy consulting: strategy processes and strategy development

Strategy & change-consulting

Strategy consulting by initio

Strategy consulting

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Detailed strategy processes

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Strategy workshops

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Develop strategy in large groups

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Avoid pitfalls in strategy processes

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Strategy trainings

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Strategy development and strategy consulting – definition

The term “strategy development” describes a process in which the management of a company defines which goals it wants to achieve – and how and when it wants to achieve them. We distinguish between long-term, medium-term and short-term goals.

Achieving strategic goals usually requires a bundle of sub-goals and actions that must be tightly coordinated.

Especially in larger organizations, it is therefore essential to systematize these goals and measures. A common systematization is the division into

Strategic goals
Primary objectives
Secondary objectives
and actions.

This systematization of strategic goals and actions can also be represented as a “hierarchical framework of objectives“:

It is no coincidence that this representation is reminiscent of a classic organizational chart: the higher the strategic goals are placed in the “hierarchy of objectives”, the more likely it is that higher hierarchical levels within the company are responsible for their implementation.

Strategy development: A permanent management task

Due to today’s increasing complexity of business and disruptive markets, strategies have to be adapted more and more quickly to ongoing developments in the corporate environment.

Classic strategy processes are often too slow and cumbersome for this purpose. Many executives have therefore asked themselves why detailed strategy processes are needed at all if the relevance of the implementation steps agreed is merely short-lived.

Agile strategy development

If markets and the economic environment change faster than strategies can be implemented, then traditional strategy processes are obviously not fast enough. In this case, strategy development in “agile mode” can be a suitable answer.

Here is an overview of the main differences between the two procedures – “classic mode” and “agile mode”.

Klassischer Strategie-Prozess	Strategieentwicklung im agilen Modus
Das Top Management entwickelt Strategische Ziele (Problem: Zeitknappheit)	Eine Stellvertretergruppe maßgeblicher Mitarbeitender übernimmt Strategieveranwortung (Vorteil: Strategie-Kompetenz wird mit der Zeit breiter im Unternehmen verankert)
Führungskräfte aus Bereichen und Abteilungen arbeiten an strategischen Unterzielen (Problem: Volle Kalender, das braucht oft viel Zeit)	“Strategie-Kreise” arbeiten stellvertretend für die Abteilung an der Anpassung der Bereichs-Strategie (Vorteil: Die Verantwortlichen denken Strategie stets “mit”)
Der Strategieprozess ist nach einem Jahr “abgeschlossen”.	Strategiearbeit wird zum ständigen Prozess in kurzen Zyklen und somit tiefer verankert und angekoppelt ins “tägliche Geschäft”.

Difference between strategy development in “classic” and in “agile” mode

The essential characteristics of agile strategy processes are:

A network of strategy managers is established across all levels of the company, who, besides their daily tasks, constantly keep an eye on strategical implications of recent developments.
Strategy competence in the organization increases and expands beyond traditional leaders to competent team members.
Strategy processes are conducted in significantly shorter cycles

It is not uncommon for strategy groups from different divisions and teams to collaborate across hierarchies and divisions. Delegation and decision-making principles from “circle organizations” (holacracy) are increasingly used.

Free initial consultation

You can find out more about our agile approaches in a free initial consultation. Or you can start by getting an overview of some of our strategy methodologies

Consulting on strategy development

We are specialists in strategy development and strategy processes – both in agile and “classic” mode.

In strategy-processes we act in different roles:

as sparring partners
as strategy coaches
by steering the overall process
by establishing agile ways of working in strategy teams
Agile strategy consulting

Our range of services

Detailed strategy processes Working in agile mode Strategy workshops Strategies developed by large groups

Our approach to strategy consulting

Listen and understand
Reconciliation of goals and success indicators
Detailed offer with
- A description of the “as-is” situation and proposal on how to proceed
- Implications and conclusions
- Outline of a process architecture or workshop design according to the criteria formulated above.
- commercial offer
- Competences, References
Proposal for the process architecture / workshop design
Planning and implementation of the process
Continuous adaptation of the process to recent results, new findings and developments during the course of the process
Conclusion of the process, review, joint “learning loop” (“lessons learned“).

Strategy consulting online, virtually or “classically”

We offer our strategy processes or individual strategy workshops online or in “classic” mode, face to face. Get a free initial consultation!

Your benefit

Passgenauigkeit der Lösung:
Die vorhandenen Erfahrungen werden genutzt
Hohe Umsetzungswahrscheinlichkeit:
Die Widerstände bei der Umsetzung des Handlungsplans werden gering sein, wenn die wesentlichen Stakeholdergruppen an dem Lösungsprozess aktiv beteiligt waren.
Nachhaltige Stärkung Ihrer Organisation:
Wissen und Erkenntnisse stammen aus Ihrem Unternehmen selbst und werden sich dort weiter entwickeln, auch wenn die Berater wieder “von Bord” sind.
Hohe Akzeptanz der Lösungen:
Einwände, Bedenken und weiterführende Informationen wurden bereits im Lösungsprozess berücksichtigt.
Kompetenzzuwachs:
Mehr Strategie-Verantwortung in der “Linie” führt zu deutlichem Kompetenzzuwachs und höherer Verantwortungsübernahme im Team
Verbesserung der Unternehmenskultur:
Strategische Handlungsspielräume fördern selbständiges Denken und Handeln in strategisch relevanten Themenfeldern
Erleichterte Strategie-Kommunikation:
Höhere Einbindung der Mitarbeitenden in Strategie-Themen erhöht die “Sprechfähigkeit” der eingebundenen Mitarbeitenden und verringert den Aufwand in der Strategie-Kommunikation
Weniger Unerwartetes bei der Umsetzung:
Mögliche Komplexität und Herausforderungen wurden schon vorher von allen Seiten durchdacht und finden sich im gemeinsam erarbeiteten Lösungsansatz wieder.
Nachhaltige Stärkung Ihres Unternehmens:
Mit unseren interaktiven Methoden entfaltet ein von initio begleiteter Strategieprozess teambildende und hochmotivierende Wirkung.
Verringerung von Konflikten:
Wir achten stets darauf, dass alle relevanten Informationen und Sichtweisen im Strategieprozess berücksichtigt werden. Die Beteiligten lernen so Perspektiven aus unterschiedlichen Bereichen/Abteilungen kennen. Dieses Wissen wirkt nachhaltig in zukünftigen Verständigungs- und Abstimmungsprozessen zu anderen Fragestellungen.
Geringere Kosten:
Von innen heraus entwickelte Lösungen sind passgenau und minimieren Widerstände bei der Umsetzung
Schlankerer Prozess:
Geringere Gesamtlaufzeit des Projekts, da Führungskräfte von Anfang an Verantwortung mit übernehmen
Nachhaltige Stärkung der Führungsebene:
Wissen wird im Unternehmen generiert und verbleibt dort auch nach Ende des Prozesses
Führungskräfteentwicklung im Strategieprozess:
Strategieentwicklungsprozesse sind eine hervorragende Entwicklungsmöglichkeit für neue Talente

FAQ: Frequently asked questions about strategy development

How is the strategy development process designed?

Find a description of the exact procedure here.

How long does a strategy development process take?

That depends very much on the level of participation and the specific questions. If you want to go through a complete strategy development process, experience shows that this will take around 10-15 workshop days (depending on the size of your company/organization). FAQ: Frequently asked questions about strategy development
How is the strategy development process designed?
FAQ Strategy development is a management task. Depending on the nature and scope of the issue, we recommend involving relevant stakeholders/stakeholder groups/experts from within your company in large parts of the process. Usually, these would be executives from 2nd and 3rd level, possibly also team leaders or experts with expertise in specific areas.
Identifying the right stakeholder groups is, among other things, an essential step in the strategy process. As an experienced management consultancy for strategy development, we are happy to support you.wort
How long does a strategy development process take?
FAQ Strategy development is a management task. Depending on the nature and scope of the issue, we recommend involving relevant stakeholders/stakeholder groups/experts from within your company in large parts of the process. Usually, these would be executives from 2nd and 3rd level, possibly also team leaders or experts with expertise in specific areas.
Shorter processes with narrower issues or strategy development in large-group formats can be dealt with very effectively with 1-3 days on site at your premises.

Who should be involved in a strategy development process?

Strategy development is a management task. Depending on the nature and scope of the issue, we recommend involving relevant stakeholders/stakeholder groups/experts from within your company in large parts of the process. Usually, these would be executives from 2nd and 3rd level, possibly also team leaders or experts with expertise in specific areas.
Identifying the right stakeholder groups is, among other things, an essential step in the strategy process. As an experienced management consulting firm for all things strategy development, we are happy to support you.

Which references and experience in strategy processes do we have?

We are an experienced cunsulting firm for all things strategy development. We have worked for many companies in very different industries. Here you can find an overview of some of our projects with other clients!

First strategic success factor – processes

If everything that happens in the organization is organized in processes (or projects), then essential parts of the goals or the hierarchical framework of objectives must be achieved through good (functional) processes and their objectives. The management, continuous development and optimization of processes is therefore inevitably one of the core tasks in achieving the goals.

Each process has well-defined SMART process objectives.

This means that, like the goals in the hierarchical framework of objectives, the process goal describes a desired state at a specific point in the future in concrete and measurable terms. As processes make up a significant part of the activities of a company or organization, the process goals must make a relevant contribution to the hierarchical framework of goals or be in line with it.

Second strategic success factor – structures

Just a few years ago, one (quite correct) mnemonic on the subject of strategy and structures was “structure follows strategy”. The fact that this saying was necessary at all, and perhaps still sometimes is, was due to the (by today’s standards – too strong) fixation on structures and their lack of flexibility. This led to a more frequent search for a strategy that fitted the existing structure, which often did not have the desired success.

Well, times have changed due to market volatility and increased complexities in business environments (VUCA!).

Today’s guiding principle is:

The organization’s structures must support and safeguard the achievement of its objectives at all times. This applies both to

the organization’s macro-structures (divisions, departments, etc.) as well as to its
micro-structures (distribution of work, office organization, etc.).

The focus on optimal support for processes (and projects) always has to have top priority due to the importance of processes and projects for achieving objectives.

This means that if strategies or goals change at short notice, the structures, processes and support systems must be able to adapt flexibly. This is precisely why interest in agile forms of organization has grown so strongly.

Third strategic success factor – systems

Systems support processes. They must therefore be aligned in such a way that the objectives can be achieved.

The systems addressed here include all management and control systems, including

management information systems,
controlling,
process management systems,
project management systems,
QMS (quality management systems),
risk management, etc.

Fourth strategic success factor – resources

Organizations generally have two central resources: financial resources (budget) and personnel (people). Individual strategic goals often relate directly to these two resources. In general, it is important to provide the necessary and optimal resources for the achievement of objectives and the necessary processes and projects at all times.

The decisive factors here are:

BudgetPersonnelLeadership&Cooperation

Budget cycles

Budgeting is an annually recurring process, especially in larger companies. Within this framework, the necessary resources must be planned and provided for.

Personnel planning and development

Personnel management, in particular medium and long-term personnel planning and development, is also of particular importance. Suitable, good staff will become an even scarcer resource in the future and personnel development can only be sustainable over longer periods of time.

Medium to long-term personnel planning comprises quantitative and qualitative planning of personnel resources, including personnel development. It provides information on current and planned future personnel requirements and how these can be fulfilled. It ensures that the right personnel resources are available for processes and projects to the required extent at all times in the future, thereby guaranteeing that targets are achieved.

Personnel planning and development must take into account the legal framework of staffing levels and recruitment planning, as well as the relevant co-determination rules.

Leadership and cooperation

Leadership and cooperation are not limited to the relationships and agreements already mentioned as part of the other strategic success factors. It is also not uncommon to have formal Leadership principles. However, the unwritten rules of cooperation also contribute significantly to the success of an organization (or stand in the way of it).

Fifth strategic success factor – corporate culture

The strategic success factor “corporate culture” essentially comprises the way in which information, communication and participation (ICP), and thus the possibility of stakeholdership, are organized, as well as any questions of leadership and cooperation that do not already fall under one of the other success factors and whose functioning is essential for the achievement of objectives.

If you would like to delve deeper into this topic, we have published detailed in-depth articles on corporate culture, improving team culture and collaboration as well as concrete tips on cultural change and cultural transformation in our specialist blog.

Our strategy competence team

Günther GrassmannRead Article

Günther Grassmann

Managing Consultant. Strategy development, workshop moderation, large group events, regional development.

Florian GrolmanRead Article

Florian Grolman

Managing Consultant. Main areas of work: Strategy development, change management, organizational consulting and development, team development, management training, mission statement and values development.

Günther GrassmannRead Article

Günther Grassmann

Managing Consultant. Strategy development, workshop moderation, large group events, regional development.

Philip DönhoffRead Article

Philip Dönhoff

Partner, management consultant and coach. Main areas of expertise: strategy development, change management and transformation, organizational development, conflict prevention and crisis management, individual, team and project coaching, business model…

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Thank you for these really good, efficient days! The workshop was received positively throughout.
Thank you very much for your support!

The mission statement process was straightforward and creative. A very good result all around!

4 days workshop and yet: playful, creative, inspiring and structured with good methodology. Absolutely recommended.

By your professional steering of the process, you have played a significant part in the success of the project. Thank you very much!

Thank you very much for the really helpful seminar!

A model of this quality would not have been possible without your help. The result, however, is thoroughly gratifying and is already finding its way into our daily work.

The well-prepared and professionally accompanied team event gave us valuable suggestions and insights. Together we are now implementing this in further concrete steps. Thank you very much!

Thank you for the valuable insights into your practical work and the many tips and facilitation tricks that gave a lively insight into method implementation.

Rarely received such a well-structured seminar with excellent content.

It was impressive to see how much came out of our workshop. That was outstanding!

We are more than satisfied with the result. Thanks again for doing an excellent job! We hope to continue working with you!

The method training was very helpful. We can highly recommend initio Consulting for future seminars.

After the workshops with initio, we can clearly see how we can develop and proceed further and which tasks have high priority now. Thank you very much for your support!

The strategy workshop was extremely productive. You have always kept the group focused on the essential issues. We fully recommend your facilitation!