Setting the organisational strategy is a process constructed and tailor-made to specifically best fit your organisation and its objectives. It begins with a comprehensive definition and assessment of your organisational and managerial needs , followed by strategic analysis that enable both our team and your organisational management to clearly identify your operational environment with special care given to the changes characterising this environment and the competitors or other players in your operational field(s). This would enable to identify and analyse opportunities open for you as well as the threats, particularly those ensuing from the changes in the environment. It would also allow the identification of both advantages and disadvantages of your organisations. This process will enable us to present various measures aimed at achieving strategic objectives set, such as growth in existing markets or operational environment, penetration into new markets, defence against competitors, perfecting services and/or products, etc.
The results of this process are first seen in the strategic map of the organisation and its relevant operational environments. This might take a number of working weeks to achieve. Then, once the map is ready, a process of devising operational alternatives is launched, leading to the devising of possible action plans so as to attain such goals and objectives set for medium and long term. Once the most preferred alternative has been selected, an operative action plan is constructed that includes all steps necessary to materialise the strategic objectives. Alternative potential actions, risk analysis and contingency plan are devised at this stage, a process that might also take a few weeks. Altogether, a typical process of strategy building and operational plan would take a few months and the implementation that follows is spread over time, with our involvement as determined by the organisation, according to its needs and preferences.
It must be clear that the strategic planning process requires intimate involvement of the management. It is a joint process during which considerable organisational information and knowledge are collated and then organised within a well-constructed structure that would allow clear view of the dilemmas the organisation faces and the alternatives for action open to it. The commitment of the management is needed to ensure the success of this process but even more so, it is of vital importance to the critical phase that would lead to the actual implementation of the plan. This is, as it were, the stage in which most organisations find to be the hardest to attain.
Different types of strategic projects aim at the achievement of different objectives and thus also require different management structures and procedures. Knowing the characteristics, requirements and expectations of the different types of projects enable us to devise the most effective and suitable project management structures and procedures.