The ProgressMaker® Strategy Module

Systematically develop and evaluate attractive strategy options with the ProgressMaker® strategy module and define the basis for consistent implementation management

Identify and Drive the Critical Factors

Strategies are often no more than an update of the status quo: based on a few entrepreneurial goals and a little analysis of strengths and weaknesses, a plan of action is put together for the coming period. Done is the strategic planning!

Not so with the ProgressMaker®. According to the motto “What got you here won’t get you there” it is important to think outside the box: What are the possible scenarios of the future? How do they affect our strategy today? What are alternative strategy options? What do the possible developments of our business area portfolio look like?

The ProgressMaker® provides a framework of state-of-the-art thinking tools that can be intuitively structured into a process suitable for organizations to develop, discuss and evaluate attractive strategy options. All this without sinking into a quagmire of unnecessary methodological complexity:

  • Scenario Management
  • Market/competitive strategies
  • Strategic KPI framework
  • Portfolio strategies
  • Business unit and functional strategies
  • And many more

Thinking Through Strategies Wisely Using the Right Tools

Intelligently Model and Simulate Business Fields

With ProgressMaker®, teams intuitively model the business field universe: existing as well as all possible, potential business fields are captured and systematized. Whether market- or product-driven, regionally different or not: Simulation of different possibilities to form business areas and to identify advantages and disadvantages of different strategic designs:

  • Systematic recording of all potential business areas
  • Simulation of different business unit structures
  • Detailed definition and recording of all relevant framework parameters of the business fields
  • Modeling of relationships between business units

Scenarios Robustness and Attractiveness

Use the scenario modeling capabilities of ProgressMaker® to easily map different considerations of possible environment, market and competitive developments.

  • Identify change drivers in network analyses
  • Model market, competition, technology and environment scenarios simply and intuitively
  • Systematic feedback in portfolios
  • Simulation of various parameters

Strategy is not a Rational but a Highly Emotional Challenge

Strategy means thinking through different future options and putting them through their paces, then falling in love with the most attractive future.

Systematically Review Strategy Options

Whether as part of an initial development of strategy options or in subsequent strategy reviews: Use different perspectives to explore the attractiveness and resilience of strategic options. How attractive is which strategy option under which conditions? Scenarios, qualitative as well as quantitative evaluation parameters are used for this purpose in order to make strategically wise decisions:

  • Pre-built evaluation frameworks
  • Create strategic business cases easily
  • Mapping and consolidation of different assessment to evaluation parameters
  • Configurable weights and probabilities

Strategy Controlling With Interactive Portfolios

Whether in the overarching business unit portfolio or the individual business units: In ProgressMaker® you navigate through the respective strategy programs. In addition, direct access to actual and target portfolios of the individual areas and the individual strategic vectors: Are the decisive KPIs developing as expected? Which measures are linked to them and what is their status?

Finally, stringent strategy controlling:

  • Actual/target portfolios of the different business units
  • Linking with KPI management
  • Measures integration (Execution Module)
  • Scenario simulations in the portfolios
  • Strategy controlling

Successful Strategies are Appealing Target

Once the most attractive of the possible strategy options has been selected, this place, the target state, must be described as if one had already been there.

Clarity

Develop different strategy options in such a way that no attractive opportunities are overlooked

Security

Using networked thinking to map, simulate and understand decisive cause-effect relationships in order to be sure of one’s decisions

Orientation

Strategic roadmaps create the necessary orientation for effective implementation management

Controlling

Networked with central KPIs systematic strategy controlling both at the superordinate level and for individual strategic thrusts