战略制定流程和服务

CMOE的战略制定流程和服务旨在帮助高管、高级团队和/或关键业务职能部门的领导制定战略,将组织提升到主动业务规划和行动的新水平。通过战略工作会议或 撤退,向领导者介绍高度关注关键战略目标的工具和流程,并建立共同的战略发展框架和语言。这些积极且重点突出的会议为领导者提供了一个机会,让他们在决定如何应对战略转变、为组织开发具有深远影响的新竞争优势来源时,运用实用的战略技能和工具。

What Are Your Strategic Priorities?

Whatever situation your organization is in, CMOE can work with you to address the specific strategy development needs and circumstances you have. Here are some examples of the types of situations we help our clients address using our strategy development processes and services:

  • Full strategy formulation and development for organizations or functional areas in the early stage of their lifecycle.
  • Refreshing and updating existing strategies with very mature organizations or functional areas.
  • Developing or overhauling strategies for organizations or teams at a turning point or experiencing a disruption.
  • Building customer-focused strategies.
  • Creating product-focused strategies.

 

Our Approach

CMOE has extensive experience in the strategy field. We regularly work with senior leadership teams to develop or improve strategy that will help them maintain their current competitive advantage, find new sources of competitive advantage, and sustain long-term growth.

What are the Stages of the Strategic Development Process?

Strategy development processes do not need to be complicated, but it is important to discuss, debate, and create plans using a proven strategy framework. We always begin the strategy-development process with an assessment and thorough analysis of the organization so that we understand the client’s background and challenges, as well as the key factors that have led to their success to this point in time. This process also helps us discover the dominant thought patterns in the firm or functional areas and the assumptions people make about the following areas:

  • 组织的当前方向
  • 组织的基础架构
  • 关于组织竞争对手和供应商的主要观点
  • 外部商业环境中存在的风险和机遇水平
  •  与客户的关系以及他们对组织满足当前和未来需求的能力的看法

该基础成为制定战略计划的基础,该计划利用CMOE经验证的流程和工具,在熟练主持人的指导下,应对组织或团队面临的挑战和机遇。

战略发展和规划的步骤是什么?

虽然每个客户的战略制定工作会议或务虚会都是独特的,但CMOE的流程通常包括以下步骤:

1、收集客观数据

从收集数据开始,了解业务目前的状况:业务驱动因素、当前业务模式、组织历史以及组织面临的困境。

2、检查当前策略

讨论并寻求了解组织当前的战略流程和行动计划。

3、审查所需变更

分析当前的优先事项、计划和计划,评估如何利用这些优先事项、计划和计划来保持连续性,同时了解公司取得长期成功所需的变化。

4、识别创新战略工具

探索并选择将在战略务虚会上引入的创新工具,以加强战略制定过程。

5、创建定制的战略制定流程

设计定制的业务战略开发流程或方法,以满足组织的需求并满足其要求。为务虚会制定切实可行的议程,使企业能够以更具战略意图的方式前进,并塑造未来。

6、为战略制定过程奠定基础

在每次务虚会之前,参加者完成作业,回答问题,阅读相关文章或其他材料,为激烈的互动和集中体验做好准备。在会议之前组织并提供准备工作,以加快战略制定进程,并为务虚会上的富有成效和有益经验奠定基础。

7、通过专家辅导达到预期效果

以使 领导团队成员 就应对组织挑战的关键决策和解决方案进行合作并达成共识,并允许他们以建设性和积极的方式解决问题和分歧。

8、建立问责小组和有效性措施

通过建立改进团队战略机会(SOFI),确保领导团队成员持续发挥作用或承担责任,以便组织能够准备好实施其战略计划。这些团队负责取得成果并对进展负责。大约三到六个月后举办一次“成果论坛”,以衡量进展情况,分享最新情况,并接受其他问责团队的投入和指导。

这一过程的结果是,CMOE能够帮助组织的领导者摆脱更加一致的战略和计划。还为他们提供了所需的结构,以级联策略和计划,以便在整个组织中建立支持策略、问责制和纪律。

联系CMOE 了解更多关于我们如何为您的组织提供合适的战略开发流程和服务,并将其置于长期成功的道路上。

“Being strategic means that you are agile and flexible when you encounter bumps in the road or when gold opportunities arrive.”

~ Anonymous

“A Strategist’s job is to see the company not as it is…but as it can become.”

~ John W. Teets, Former Chief Executive Greyhound and Dial

“You must recognize and exploit opportunities within your sphere of influence to bring new innovations to the table.”

~ Ahead of the Curve: A Guide to Applied Strategic Thinking

Why is Strategy Development Important?

Understanding current competitive advantages, capabilities, and core competencies is critical to the planning process and serves as a springboard to the future. Before determining where the business will go and how to grow it, it is necessary to:

  • Have an accurate assessment of the internal rate of change to ensure that the company has the capacity and agility to exceed the external rate of change.
  • Understand the organization’s current vision, goals, and aspirations (the “as-is”) so the new vision, future goals, and aspirations that will guide the journey can be defined, refined, and realized.

Successfully developing strategy requires organizations to be clear about what winning or success means to them. They have to define the future outcomes they want to achieve and their key measures of effectiveness. A clearly defined structure and organized set of strategic disciplines that go along with the strategy gives people in the organization greater clarity about what is expected of them, as well as how they fit and why they matter. Ultimately, businesses exist to create value for owners, customers, and stakeholders, so they too must understand the context of the strategy, dilemmas and issues, objectives, and opportunities that will help the organization transform and get to a better place, or a better position in the future.

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