Strategic Plan

Over the past decade, the effectiveness of 5-10 year strategic plans has been called into question due to the acceleration of ecosystems, rendering plans quickly obsolete, and often inaccurate predictions about technological developments.

The turnover of decision-makers, a lack of cross-functional coordination, and the absence of concrete and achievable measures in the strategic guidelines contributed to reducing these plans to mere statements of problems rather than effective action plans.

These plans, which mainly focus on financial and corporate aspects, often fail to redefine a crucial element: the company's vision. This requires a review of strategic planning methods to focus more on flexibility and a clear vision.

When structuring strategic plans for our customers, we believe it is important to have 5 distinct actions:

  • Support them in their strategic orientations through relevant and detailed analyses
  • Challenge them in the form of options and in line with a realistic level of risk and investment
  • "Shake them up" in the structuring of a vision backed by an objective: "I want to multiply my positions by 2 in 5 years and become the key player...".
  • Warn them of risks and constraints based on speed of execution
  • Helping them to anchor themselves in the real world and the medium term by reconciling implementation capacity with 2-year impact

Our approach

3 phases follow one another in the structuring of a strategic plan:

1

Design phase

We define the Vision and the Objective

2

Build phase

We present options, validate and structure them in the form of project roadmaps

3

Run phase

We accompany, adjust and amend what we had imagined and which, when confronted with reality, requires a change in management or objectives

Finally, it is important not to neglect where you can pause for a moment to reflect and then get back to work!

The cornerstone of these plans depends on a single point: support at the highest level of the organization to get the operational staff on board and maintain the initial level of ambition.

Companies have to evolve continuously to increase their competitiveness, reduce production lead times, introduce new products with a high level of quality... What's more, transformation has become a way of life for most companies. The need to transform is reflected in major efforts. Yet one in three plans fails to achieve its objectives.

Contact us

David Dumery

David Dumery

Senior Partner
Daniel Feldmann

Daniel Feldmann

Partner
Jean-Charles Thill

Jean-Charles Thill

Partner

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