On the Transformation of Strategic Goals to Return to the Common Path of Growth

Client Challenge

Our client, a company of high regional significance in the mobility industry, presented us with the challenge of developing a solution to implement the transformation of corporate strategy within the company which had previously been unsatisfactory. There had been disagreements between the first and second tiers of management. Moreover, it was important to create an appreciation among the employees not only of the strategy, but also for the overall situation of the company. Many employees had joined the company during a phase of strong growth and did not fully appreciate the gravity of the present situation. It would be impossible to translate the strategy into the operational business for new profitable growth without re-forging a strong link between the first and second tiers of management and bringing employees from the past into the present.

Mandat Intervention

We identified and analysed all of the initiatives that had already been started, and brought the priorities of the future initiatives into sharper focus as well as the company strategy at the upper management level.

We added the “brand core” element to the strategic basis, clearly refined it with the first management tier and validated it at the second management tier.

We assessed the knowledge of the second tier of management regarding the planned strategy-implementation initiatives and created a common picture of the strategy and its implementation. We also fundamentally clarified the brand core for the future positioning of the company by division.

We clarified mutual expectations, exposed misunderstandings and revealed and resolved potential obstacles to strategy implementation in order to get both management levels back on the same page.

With both management levels, we sketched out a clear picture for every department of what the corporate strategy and initiatives should mean in concrete terms for each department in order to reopen lines of communication in the departments.

We adopted a procedure for rallying and involving the supervisory board, the works council and finally the entire team in order to launch a successful transformation of the strategic goals.

Results

The company is growing, carrying a significantly higher number of riders and has gained new partners.

The link between the first and second tiers of management is markedly stronger. Misunderstandings have been cleared up, and collaboration has become more effective.

Employees now have a clear understanding of the strategic goals.

Focus on the brand core has helped to increase employee identification with the company and their contribution to the strategic goals. Today, employees actively signal when internal processes are not in line with the brand core.

Concrete specifications are communicated via structured management meetings. The brand core has become part of the common target agreements.

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