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:
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:
Use the scenario modeling capabilities of ProgressMaker® to easily map different considerations of possible environment, market and competitive developments.
Strategy means thinking through different future options and putting them through their paces, then falling in love with the most attractive future.
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:
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:
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.
Develop different strategy options in such a way that no attractive opportunities are overlooked
Using networked thinking to map, simulate and understand decisive cause-effect relationships in order to be sure of one’s decisions
Strategic roadmaps create the necessary orientation for effective implementation management
Networked with central KPIs systematic strategy controlling both at the superordinate level and for individual strategic thrusts
