Our clients are the ones who best articulate our added value.
CEO of the Aerospace Sector
The initiated transformation did not produce the expected results; I felt hindered in its progress without identifying the real issues. The flow of information did not allow me to highlight the underlying dysfunctions. I could only observe a lack of speed in the implementation of our strategic actions, as well as a lack of cross-collaborative work among the members of the executive committee, all of which was almost freezing us in a status quo.
I therefore turned to KA MATE Strategy. Their added value lies in the fact that they bring about a transformation in behaviors within the management team, leading them to evolve towards a collaborative dynamic that promotes quick and agile decision-making. The new culture of change is gradually integrating as KA MATE Strategy intervenes, and the members of the executive committee are slowly taking ownership of the process of using the Steervision Center™ strategic control room, with implementations being set up effectively.
The management of the execution of our strategy has allowed us to implement our strategic initiatives and maintain our objectives without deviating from our strategic course, both in the short term and in the medium and long term. In the end, we achieved our objectives and delivered results that exceeded our forecasts on EBIT.
It’s the only concept as comprehensive as I’ve encountered in my life as a leader—a concept capable of combining technology and collective intelligence. I can no longer envision operating my business “the old-fashioned way” due to the absence of a clear visual representation of the current and future state of my company, the lack of coherence and cohesion within my management team, and the improper implementation of the strategy. Today, I lead more calmly, relying on a management team that is all the more responsible and committed. With the right flow of information, I am better prepared for my company’s future.
CEO of the Banking Sector
Our competitors unexpectedly overtook us in the last two years. I wanted to initiate a major change project to quickly and effectively adapt to our environment. The challenge was to combine the effective execution of my new strategy with a reorganization of my executive team. This necessitated changes in work methodologies, our processes, and the teams. I wanted to create a new culture around collaboration throughout the organization without losing sight of achieving my short-term financial goals—to respond to my shareholders—and medium-term goals—to ensure the company’s sustainability.
The KA MATE Strategy supported me in this challenge, and their concept of Steervision, which integrates executive management based on collective intelligence, allowed me to navigate through my challenges and lead a new team in a collaborative manner, fully focused on strategic objectives. The results are in… We have reclaimed our leadership position.
Our clients’ testimonials in our book “The Discipline of Executing the Strategy” reinforce our added value’s credibility.
The trust of the high-performing leaders who are our clients is our greatest reward.
Because our clients are our priority.
The Book
The Discipline of Executing the Strategy
Are you a leader looking to improve the speed and agility of your strategy execution and deliver the expected results? Do you also look to enhance the performance of your management and executive committee members?
In summary, you want to better manage the execution of the strategy to make it dynamic and proactive, as well as establish a methodology of collective intelligence within the management team to accelerate decision-making.
Discover the complete concept that top executives use to address increasingly complex execution challenges in this book. This concept has the advantage of linking a strategic control center to a management system, and it meets the needs of CEOs to lead differently in today's world.