Change management require a revision of the current strategy

Change management require a revision of the current strategy

Revision of the current strategy

When dealing with change management it is often required to have a closer look at the current strategy. And to make sure that you get the different stockholders involved in the process it can be a good idea to make it simple.

The concept below is, like most useful things, deceptively simple. It forces you to get at the heart of what you are trying to achieve. Start at the root purpose of why you are doing something and link it to your goal and how you will measure progress.

Change management require a revision of the current strategy

  1. Why do you exist – what’s the big idea? – Why does your business have a right to exist and what purpose is it trying to achieve?
  2. What is your value proposition? – This is a statement geared towards the customer.
  3. Who are you trying to serve? – This is a question about your targets and being as specific as possible about them
  4. How do you know you are winning? – Putting down the key customer and financial metric goals and where you stand against them is key

Alignment on the most critical priorities

It is very effective for fostering discussion on what is truly important, and if done in a collaborative manner will create alignment on the most critical priorities. On a single page you get the big picture and linkages.

Start with the purpose and objective of the “why” and the “what,” and move through the “who” your business will target, and “how” to measure progress, and you will get better alignment, faster – which hopefully translates into better results.

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Experienced senior executive, both at a strategic and operational level, with strong track record in developing, driving and managing business improvement, development and change management. International experience from management positions in Denmark, Germany and Switzerland

1 Comment

  1. Craig Sands 6 years ago

    Hi Torben,
    Simples – I love it.

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