Before
Before the pandemic, our strategic steering rooms (SteerVision Centers™) enabled companies to create a link between their RUN and their strategic goals by ensuring:
- Proper allocation of resources between annual short-term objectives (the operational “RUN”), and medium-term strategic goals (3 to 5 years).
- Prioritization that is understood and shared by the entire organization as to the steps needed to reach their 3- and 5-year strategic objectives.
- Continuous adjustment of these first two points while taking into account results obtained so far, and, in particular, changes in the company’s environment (markets, clients, competitors, etc.).
These transform an annual-based strategic approach (which, according to a 2018 HBR survey, only enables 20% of companies to reach 80% or more of their strategic goals), into a dynamic strategic approach that allows them to continuously adjust it based on intermediate results as well as external events.
During
During the pandemic, thanks to the collaborative technologies that have powered our strategic steering rooms for over two years, our SteerVision Centers™ naturally transformed into virtual “war rooms” where executive management teams could remotely manage sudden changes and events (resulting from the pandemic itself and the economic crisis which it gave rise to). A new way of working was born within executive management teams.
After
Many of the rules of the economic game are changing. These economic changes are forcing executive teams to focus on the short-term (or even very short-term) to survive. But at the same time, markets continue to evolve, players disappear, and customer expectations change. Any company, while tending to its own survival in the short-term, must also prepare for its near future by transforming its RUN to adapt to the latest changes demanded by its customers and markets.
To achieve this, companies need a tool that allows them to manage the uncertainty with which they are faced. Our “Discipline of Executing the Strategy™” concept, which incorporates our SteerVision Centers™, meets this need through two prongs:
- Strategy must relate to the short-term as well as be continuously adapted based on results obtained and market developments. Given the uncertainty we face, this adaptation process must take place at a pace that reflects changes in your markets. Your strategy must become dynamic.
- This uncertainty makes it hard to do long-term forecasts. Making a five-year plan right now is a real challenge, but it shouldn’t stop you from setting a course while accepting that this course may change over time based on the reality of your situation. The pace of these changes continues to accelerate, and for this reason, while you can’t predict the future, you must anticipate the necessary adjustments as much as possible. This is where our “Discipline of Executing the Strategy™” concept, which helps your executive teams identify the “weak signals”, is key. This process turns your strategy into an anticipatory strategy.
Our concept allows companies to adapt their strategy based on the realities of their situation and developments in their environment. Our SteerVision Center™ tool itself has evolved to adapt to the new reality which confronts us all as well as the major changes experienced by the economy.
By making your strategy dynamic and anticipatory, SteerVision Center™ is your uncertainty management tool.