STRATEGIC AND CHANGE MANAGEMENT
As many as 70% of CEOs* name strategic management and planning as one of the most significant factors in the success of business.
Almost one third of the surveyed companies, however, do not have strategic objectives and plans that are clearly formulated and recorded; strategic goals remain known only to managers, and do not reach employees, in yet a larger number of organizations.
Regardless of the type of organization – be it a company in business or public sector, all parts of strategic management should be relevant: strategy formulation, communication, relating to everyday work, monitoring and results analysis.
Distinctive strategic management challenges are noticeable in public sector organizations: while in some cases practices of strategic management do not differ from business companies, one can still observe strategic planning being replaced by “completion of tables”. Consequently, a great organization (company) management tool is not used for its intended purpose.
* CEO survey was carried out.
Preparation for strategic planning and/or progress evaluation:
- Performance audit
- Strategic thinking training
- „Classic“ strategic planning workshops
- Strategic planning workshops, including elements of „design thinking“
- Strategic planning training
- Strategy communication workshops
Cascading strategy and monitoring:
- Indicator systems (KPI)
- Balanced Scorecard (BSC)
- (We often incorporate HR management tools (employee performance management systems, reward systems) into complex services of the kind, in order to “take the strategy down” to employee level.)
- Change management programs
- Change management training
- Communication down to employee level
- Preparing team for a change
- Change management on individual level (psychological perspective)