Many companies underestimate the benefits of strategy. Most think only of a strategic plan, but strategy also includes forming the right strategic relationships, taking market share away from competitors, adapting pricing strategies, creating competitive advantages, designing unique selling propositions, helping customers achieve their job-to-be-done, as just a few examples. Our Chief Strategist has helped companies all over the world take their organization to the next level. From one-day strategy sessions to creating strategic plans to serving as a fractional CSO, TSE can help ensure that all of your decisions are strategically aligned with your vision of the future.
Fractional Chief Strategy Officer: Having a strategist routinely (3-5 days a month) engaged with leadership and management on a regular basis helps ensure that decisions that are made and actions that are taken are aligned with the 2-5 strategies driving the client toward sustained strategic success.
Strategic Assessment : A comprehensive assessment of the various strategic areas of an organization often identifies major strategic opportunities related to sales, marketing, customers, competitors, marketplace, risks, stakeholders and many other areas. In total, nearly 50 key strategic areas are assessed.
Strategic Plan: There is one common thread among the most successful companies in the world -- regardless of industry. They all have carefully designed strategies that are created based upon current and projected industry trends, competitors, market conditions, internal capabilities, etc. Having a plan in place that is practical and easy to adapt allows client’s the ability to be agile and take advantage of opportunities to earn market share away from competitors. Each strategic plan is custom-designed to meet the current and anticipated future needs of each client.
Creating a Strategic War Room: Very often, the company that adapts first is more competitive and wins market share. Having the ability to enter a strategic war room, evaluate situations in real-time and make quick strategic decisions can often provide a competitive edge. A custom-designed strategic war room contains whiteboards and storyboards as well as the latest technology for brainstorming and making decisions.
Creating a Strategic Business Model: Even a great strategy may fail if the proper business model is not established. In a properly formulated business model, values (and value statements) are of lesser importance than principles. Service levels, jobs-to-be-done, pricing policies, human capital and sustainability are a few of the elements that become part of a business model that almost never changes, regardless of market or economic trends. Having the right business model in place makes strategic decision making much easier in years to follow.
Competitor Analysis: Tracking the strategic and operational moves of competitors can be directly related to revenue growth and market share. Monitoring the activities of key competitors on a daily or weekly basis can be the difference between being a leader and being a follower. Having an established competitor analysis program in place allows client’s to strategically implement strategic moves and counter-moves in real-time.
One-day Strategy Session: Clients regularly encounter situations that require executive decision-making at the strategic level. Examples include pursuing global opportunities, forming strategic relationships, creating new product/service offerings, etc. A facilitated, custom-designed, one-day strategy session that includes evaluating the internal and external factors including key stakeholders and their potential impact can help ensure that the best decisions are made given the current environment. An overall, generic strategy-in-a-day session can also help leadership quickly evaluate its current state and plan for the future.
Strategy Training for Board or Executive Team: Executives spend much of their time consumed in daily operational issues and rarely dedicate the necessary time to enhance their strategic thinking and planning skills. This highly-interactive, three-day training session is customized for each client and includes training on analysis techniques, internal and external environmental scans, evaluating risks, planning for key stakeholders, evaluating pricing strategies from three different perspectives, and criteria to select those all-important 2-5 strategies that will govern all major strategic and operational decisions for the next 3-5 years.
Industry Briefing: Knowing what is happening within an industry is critical for making key strategic decisions. Industry reports are expensive and time consuming for busy executives read. Using extensive databases, an industry presentation is developed that includes not only current conditions, but analysts’ projections for the next 3-5 years and critical issues that are currently on the mind of industry executives.
IT Strategic Plan: The technology being used in companies today will soon be archaic. In order to remain competitive, client’s regularly conduct an IT assessment and then comparing the results with future IT development in order to not only remain competitive, but gain a competitive edge.
M&A Strategy and Integration: Beyond the realm of typical legal and financial due diligence associated with Mergers and Acquisitions, clients must strategically plan how each major operational and functional area will work together beyond the transaction. M&A’s often fail during the implementation/integration stage because the overall M&A plan is not fully developed and it is not integrated into the overall strategic plan for the organization(s).
Strategic Alliance/Joint Venture Strategy: Forming strategic relationships is often the best way to advance a client’s efforts quickly in order to earn market share away from competitors. Unlike Mergers and Acquisitions (transactions), Strategic Alliances and Joint Ventures are ongoing business relationships that require specific strategic, operational and functional elements requiring a plan that is implemented throughout the duration of the alliance/venture.
IPO Strategy and Preparation: Preparing an organization for IPO and SOX audits can be challenging. Evaluating current processes and redesigning for SOX compliance is critical in the early stages. This also includes evaluating data governance policies and procedures in preparation for audits. Working directly with the leadership and management teams, specific steps are implemented not only for compliance, but strategic success.
Strategic Due Diligence: When considering whether to invest in a company, form a JV or alliance with a competitors or engaging in M&A opportunities, merely conducting traditional legal and financial due diligence is not enough. Strategic due diligence assesses whether an organization has carefully considered its internal capabilities in relation to the industry, competition, voice of the customer, etc. While legal and financial due diligence identifies the current state or condition of an organization, strategic due diligence considers future potential results.