Successful strategic direction
A new strategic direction. This was the challenge faced by the production division of a large listed printing business. Various external and internal developments were at the root of this challenge. Berenschot provided support to the MT. Not only in the preparation of the strategy plan, but also during the translation of the plans into creating a professional organisation.
Strategic Dialogue
Berenschot decided to use the Strategic Dialogue methodology for this project. A tailor-made process-based approach designed to develop a new strategy in collaboration with the client. The printer was satisfied with the results:
- A clear and concise strategic business plan. Including a concise and proven formulation of the differentiating capacity of the production division.
- Insight into the market’s characteristics and critical success factors.
- A global action plan for the implementation with the attendant breakthroughs to be achieved.
- Strong commitment within the MT for the formulated strategy. And a mutually strengthened bond.
Opportunities and threats
The project started off with a kick-off meeting with the MT. With as their most important task to formulate the mission and vision, and identify the strategic objectives. Paul Pietersma, Berenschot Consultant: “The eight MT members were tasked with analysing the external and internal environment. They reviewed the market, competition and clients. Opportunities, threats and critical success factors. And the key strengths and weaknesses, and core competencies.”
Growth phase
The outcome of the analysis of the external and internal environment laid the foundation for formulating the strategy. Paul Pietersma: “What are the future requirements of the printing business? What is the company’s desired profile in support of the corporate strategy? The growth phase was outlined with the help of such questions. And all product, market and competency options were formulated and sequenced in order of desirability and feasibility. The MT made a selection from these options. After which the main outline for the organisation structure and management was developed.”
Energetic start
Agreements were formulated and documented in the form of an activity plan designed to work out the strategy in further detail. This includes the breakthroughs that are necessary to give the implementation phase an energetic start.
