Linking technical and strategic development with the organisation and its capabilities.
Which technical changes affect the business model?
Where do several functions have to decide together?
Which capabilities will the next stage of development need?
New technologies and offerings often change more than a single product. They can call for different collaboration, decisions and skills. Our consulting for industrial and technology companies links the technical task with the organisational conditions needed to deliver it.
What do customers need, and how do their expectations differ? Looking at customer segments in a differentiated way supports decisions on portfolio and positioning. Technical possibilities are assessed against the value they create and their commercial prospects.
Development, sales, production and other functions each bring their own perspective. Specific decisions and handovers show where roles, priorities or information need clarifying.
Value stream management can examine material and information flows. Learning architectures help people apply new capabilities. Combining the two helps handle change within the real workflow.
Technological change, environmental requirements, AI and automation can create new tasks. At the same time, the existing business has to keep performing. The brief clarifies where current processes should be improved, where new solutions should be tested, and how the two can be combined in the organisation.
There are two possible ways in: changing customer expectations and friction in delivery. With a new technical possibility, the first question is which customer segment gains real value from it. When a process stalls, the people involved trace materials, information and decisions through the value stream. From this, management can work out which capabilities, roles and investments a chosen direction requires. A documented case from a chemical park shows strategy work in practice; its results are specific to that case. The right set-up depends on product, market, organisation and the decisions actually needed.
Case study
A company-wide strategy process brought together market positioning, leadership and organisational design.
Fachartikel
Waiting times, duplicated work and coordination effort tie up time and resources. How to use them as starting points for developing your organisation.
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Fachartikel
Why training often changes little at work, and how learning goals, opportunities to apply them and leadership can be planned as one development task.
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Fundamentals
Ambidexterity meaning and practice: how leaders combine exploitation and exploration to run the core business and develop new business at the same time.
Read moreWith customer value, market assumptions and the company’s technical capabilities. There are two ways in: changing customer expectations and friction in delivery. With a new technical possibility, the first question is which customer segment gains real value from it. Looking at segments in a differentiated way supports decisions on portfolio and positioning.
Materials, information, handovers and decisions in a specific process. When a process stalls, the people involved trace material and information flows through the value stream and show where waiting times, queries or duplicated work occur. From this, management can work out which capabilities, roles and investments a chosen direction requires.
By linking learning with real change and day-to-day work. Learning architectures help people apply new capabilities in the actual workflow; tying them to the value stream means change is handled where it happens. Development, sales, production and other functions use specific decisions and handovers to clarify where roles, priorities or information need adjusting.
It shows one possible approach, not a template. What is documented: five strategic alternatives worked out together as a set of options, a strategy review facilitated internally in 2016, and the step-by-step handover of strategy development and steering to the in-house corporate development team. Results and approach need to be tested against your own brief.
By deciding where to improve and where to explore. Technological change, environmental requirements, AI and automation create new tasks while the existing business has to keep performing. The brief clarifies where current processes should be improved, where new solutions should be tested, and how the two can be combined in the organisation. transformis calls this dual task ambidexterity.
In an initial conversation, we clarify which decisions are coming up and which perspectives the next stage of work needs.
Director | Chief Operating Officer (COO) and Head of corporate strategy competence team
Let’s talk about your situation and what you want to develop in your organisation.