Changes in strategy are usually triggered by changes in the external environment. We can help you understand how these changes affect the competitive landscape and how the market trends influence your strategic advantage. We can also help you develop a new strategy, with a new ambition, purpose and philosophy that would build on your core competences and capture the opportunities in the future. But, most importantly, we can help you design and build the organization that will deliver this strategic ambition.
What many people do not realize is that great strategies are usually stumbling on implementation, because too little time and effort is dedicated to the subject of aligning the organization to its new purpose. Usually, this is done by an exercise of structural change, followed by some communication program. While structural change is important and necessary, it is by no means sufficient. Communication, as much as it is an essential leadership tool, does not build alignment, it just builds awareness. The bigger the departure from the previous differentiators and positioning, the bigger the importance becomes of changing the organizational values and culture to deliver the new strategic advantage. This is valid irrespectively if you want to build a new differentiator, change the attributes of your brand, diversify into new market segments or sectors, find new growth engines or simply reduce your cost base.
Most companies today are more than aware of the importance of customer service excellence. As the business grows, new procedures are drafted in order to serve the customer better. New systems of increased complexity are commissioned to capture the full range of issues a customer may face. But each new rule slows down and de-personalizes the interaction. Customers feel trapped in the intricacies of ever more complicated systems and show increasing dissatisfaction to the extent that they become a nuisance to managers in the organization. It is then time to re-define customer relationship, to bring your customers onboard and make them part of your vision, your strategy and your execution.