Dynamic, future-focused, and ecosystem centric strategy model.
Today’s strategists need to enable companies to set compelling, ambitious goals while providing the required speed, agility, and precision to adjust to new requirements and changes in the operating environment in real-time.
That is why we came up with the concept of StratOps and Dynamic Strategy
An initial strategy development cycle that defines a company’s strategic goal or North Star and alternative scenarios to get there, is followed by a continuous review and calibration of the strategy.
The strategy process is kicked-off once and never stops.
As the world moves at an accelerated pace, it is critical to develop and execute a company’s strategy at the same clock speed. In StratOps, the teamworks in 2-week sprints that allow for rapid adjustments based on actual learnings.
In this approach, we identify and evaluate different possible futures and what role the company could plan in these futures to derive likely scenarios. Looking at the company’s capabilities we then map out different paths the company could take to reach this future goal or North Star.
By continuously revising and adjusting the strategic direction, the company will progress towards the set target through different paths, depending on the changes in the operating environment
Traditional strategy process
Customer driven and ecosystem centric
Across the organization (inclusive)
Lengthy & Standardized
Agile (dynamic strategy)
Annual or bi-annual
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StratOps – The DevOps for Strategy
Technology does not provide a competitive advantage anymore. Agility and innovation do. We developed the StratOps process by combining our dynamic strategy with the DevOps approach. Read about StratOps - the DevOps for strategy.
Our CEO Michael reflects on the traditional strategy process that is not meeting the demands of the current fast-moving world and proposes our StratOps process, that aims to provide companies an ability to change their direction fast and meet the demands of the changing operating environment.
Old models can not keep up with the pace of change and the level of uncertainty which is why we need to rethink the way we do strategy, renewing it from an annual process towards a continuous practice of scanning key parameters in- and outside the company to enable the corporate leadership and board to adjust in line with the overall strategic charter set for the company.