Organizational Vision and Strategy Development

This process is for senior leadership teams that want to establish a shared direction and goals that can be followed in day-to-day work. We support the work from the situation analysis, through formulating the vision, to the organizational action plan.

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Typical scope Varies by project

Development format consulting

How it works Consulting process

What is the program about?

A consulting process with senior leadership, involving middle management; sharing the vision across the organization is supported by a workshop series and further methodological elements.

Organizational failure usually has three main causes: there is no clear vision and strategy, the organization is unable to execute the strategy, or the strategy is flawed. It is no coincidence that the senior leadership of successful organizations takes strategy development seriously and approaches it thoroughly.

What the organization gets: a strategy that is aligned with the organizational vision; can be implemented with a high degree of certainty; creates greater organizational alignment because it uses resources in a more focused and effective way; makes employees more committed and motivated; and leads to improved organizational performance and competitiveness.

Who is the program for?

For owners and senior leadership, as well as the middle management responsible for implementing the strategy. It is especially timely when there is no clear, jointly agreed vision and decisions are made through ad hoc bargaining.

When is it worth starting?

the strategy exists on paper, but the organization is unable to execute it
the leadership team is not united on direction, and this is visible to the rest of the organization
the vision needs to be brought to life across the whole organization, not just announced.

How we work

The strategy is created by senior leadership, but to build understanding and commitment we also recommend involving middle management. We make sure the vision is shared and brought to life across the whole organization with a workshop series and further methodological elements, so that it does not remain just a few nice-sounding sentences.

A good strategy is more than a few nice-sounding sentences or directions: it springs from the organization's DNA and captures all the strengths, opportunities and flexibility that lie within the organization. In our approach, the organizational vision and strategy determine how the business vision is achieved.

Why does an organizational vision matter?

It gives direction: it clarifies the general direction of the desired change, and in doing so gives meaning to hundreds or thousands of detailed decisions.
It motivates: it encourages people to steer their activities in the right direction, even when the first steps are personally hard for them.
It coordinates: it enables fast and effective coordination of the activities of even thousands of people.

The process and its goals

Vision development is usually preceded by an analysis of the current situation, covering the business situation and strategy as well as the characteristics of the organization. With the results in hand, we work with senior leadership to develop a positive, complete and detailed, jointly agreed long-term vision that also encompasses the organizational culture and leadership style they want to establish. It is important for the vision to be attractive to leaders and employees alike, so that the perspective shifts: instead of “what isn't working well, what don't we want”, the question “where are we heading, what are we moving toward” takes center stage.

In developing the vision and strategy, we aim for the leaders to reach a unified position, commit to it, become confident about achieving the vision, and arrive at an action plan for the entire organization.

Building the leadership team

Another important goal is to support the client in building a unified, strong and effective management team in which leaders understand and trust each other. Our aim is for leaders to get to know and understand each other better and to recognize that their differences add to the functioning of the whole team and can therefore be seen as a resource. To this end, we work together on norms of collaboration and clarify mutual expectations, roles and responsibilities.