Companies

Context

The world is turning faster and competition is coming from everywhere, especially from other industries. At the same time, one’s own value chain has to be controlled across several countries and continents.

Planning the future in this environment poses a major challenge for organisations, as yesterday's strategies are obsolete already and tomorrow will look very different. A continuous development and dynamic implementation is required.

The classic approach of strategy development with the requirements from the top, the implementation from the top and control from the top again is not feasible anymore.

Themen des Zukunfts-DialogG

It is not sufficient to “pass down” a strategic guideline along the organisational command line. Only the joint development and the acquired shared understanding of the strategies form the basis for a successful implementation.

Four collective capabilities are essential for aligning the organisation to its future:

1
exploiting future potentials,
ausschöpfen,
2
focusing on the customer,
3
implementing innovations,
4
minimising risks.

With Future-DiagloG these four collective capabilities are embedded developed and permanently established in your organization. The solution will be tailor-made for the specific needs of the organisation and its situation today. The employees train collective efficacy geared to the future. The process is focused at all times and the required effort is minimal.

As a result, future potentials are exploited and the organisation becomes sustainable and viable

Areas for development
1. Exploiting future potential continuousl

The Potential-DialogG establishes a continuous dialogue on future potential within the company. Strategy is no longer something that is being dealt with every few years. The employees conduct a continuous dialogue about potentials in the inner and outer world, about measures and their implementation. Thereby …

... a common understanding of the organisation (eg roles, departments, processes) and its objectives is established
... common thinking and acting is integrated into daily work and shared models about the future are developed

... the employees are involved at the right time and place and in an appropriate manner
... the strategy is developed and implemented in a context-appropriate way at different levels of the company
... the agility of the organisation is increased and it can react very quickly to new challenges

2. Integrating customer orientation in the organisation

Customer DialogG builds and applies an understanding of basic customer needs within the organisation. In addition to direct discussions, the active participation of customers also records and processes observations and complaints. As a result, the company's own resources are 100% geared towards customer service provision. Thereby…

... the customer needs are recognised, evaluated and implemented

.. the organisation is customer-oriented and aligned with customer needs
... features are tailored optimally to serve the customer’s demands
... the cost structures are consistently subordinated to the requirements of the customer

3. Strengthening and stabilising innovations

Only one percent of all serious and realistic ideas for new products are successful. This means that many ideas have to be collected, evaluated, rejected and resumed in order to then select the right one and implement it successfully. This is only possible if all full potential of the organisation is utilised. Innovation DialogG integrates this process into the organisation and the employees identify (internal and external) potentials and combine these with the capabilities of the company to develop innovative products, services and processes. Thereby …

a. ... all opportunities to create new products and services are exploited

b. ... systems such as open innovation can be established, with which the customers and the outside world are involved in the creation of innovations.

c. ... disruptive ideas and concepts grow out of the organisation and are enthusiastically led to success

d. ... the future viability of the company is recreated continuously from the inside out.

4. Robustness in dealing with shared risks

With the Risk-DialogG, the organisation secures the flank of risks and dangers. This is an integral part of the future focus.

Risk-DialogG combines the operational risks, e.g. financial risks, product liability, litigation risks, with the strategic risks arising from the Potential DialogG and the Innovation-DialogG.

The goal is to strengthen the organisation's risk competence by developing shared skills for dealing with complex and distributed risks. Thereby …

a ... recognising the risks that the organisation can handle

b. ... recognising the risks that the organization can not handle

c. … .. recognising the risks the organisation has to face in order to seize opportunities for success.

Experiences and references

Over the years we have gained experience in supporting demanding development projects. Below are examples of development projects that we have accompanied in recent years:

Strategic and organisational realignment of medium-sized companies.
Organisational development and interactive illustration in the metalworking industry.
Increasing agility in the turbulent environment of the textile industry.

Evaluation of governance and design of turn-around in a consulting firm.
Further developments of the agile organisation of IT departments in the insurance industry.

A cross-sectoral overview of our experience can be found under: Project experiences.

Please contact us for more information! We also provide references on request.