Massively participative approach to strategy

Strategy

We use an analytical, collaborative approach for strategy and implementation, a unique methodology designed for buy-in and impact.

Recent strategy work


Problem
The corporation suffered from poor profitability and needed a clear strategic direction. The culture was siloed and hierarchical, with business units being used to work on their own. The market had become more competitive, and digitization was imperative, but the corporation had not been able to adapt. Its fixed costs were too high, and it lacked competitive cross-corporate functions.

Solution
The new CEO decided to break silos through a massively participative process. With 20 work streams and over 200 participants, this was an unprecedented challenge for everyone. The approach brought together people with different perspectives and vast amounts of corporate-wide data, initiating insightful debate about the overall direction and critical group-wide strategic building blocks.

Result
Skill building and a common strategic language followed. Key insights were understood and shared, giving a head start in communication and execution. Participants said: “there was unexpected openness and transparency across businesses”, “first the methodology felt strange, but it was good to shake things up – a positive change from past 20 years.” Having completed the first implementation cycle, the corporate now has solid growth and profitability.

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Problem
A global software company had recently completed a period of restructuring and organizational change. While the company now was lean, there were internal disputes on how the company should focus its resources to grow its top-line going forward. The CEO needed a clear and simple strategy as well as buy-in from the newly restructured organization.

Solution
To secure buy-in and momentum, a growth strategy was developed using a massively participative approach. Along with executive management, a large group of managers, front line staff and specialists across the organization joined the effort. Teams developed fact-based hypotheses and supporting analysis on how different business units would contribute to overall corporate growth.

Result
Through the iterative process, the teams found that two business areas stood apart from the rest in terms of growth potential. The transparent participative process built buy-in for the new strategy across the organization. The new growth strategy was successfully shared with all employees and execution was swiftly started, allowing the company to enter a growth phase.


Problem
A leading global FMCG corporation had developed early market leadership in a select country in the Middle East. Due to political instability in the region, the company had been unable to scale up its operations, and local presence withered. With the business environment stabilizing, the top-management felt it was time to re-enter the market and start growing its position.

Solution
Working closely with client executives, the team developed a comprehensive overview of the market, including political and regulatory drivers, demographics, consumer preferences, potential partners and acquisition targets. Strategic options were developed, supported by systematic field research on both competition and distribution networks. In-depth 360 consumer profiles, including purchasing patterns, were also developed.

Result
Based on the strategic insights and opportunities presented, the executive management agreed to to launch key brands in the most attractive categories. The market entry strategy is now in full execution, and the corporation is actively developing its distribution network and local presence. In addition, potential acquisitions, as suggested by the research are being evaluated.


Contact our strategy experts

Per Stenius

Per Stenius Seoul

Client Director with over 20 years of experience in corporate strategy, new business building and large transformations. Currently focusing on private equity sector.

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Jarna Hyvönen

Jarna Hyvönen Helsinki

Business Developer experienced in operating model design, corporate and business unit strategy. Currently developing corporate strategy for an industrial services group.

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Ville Vento

Ville Vento Helsinki

Business Developer with experience in strategy development and implementation. Currently working in a strategy project in a European process industry company.

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Using a (massively) participative strategy process for corporate change – lessons learned

21 September 2012
Per Stenius

The competitive environment of all companies, whether large or small, is getting increasingly complex and fast-changing. To address this, the strategy process in many companies has been developed towards larger participation. Using crowdsourcing as a part of the strategy process seems to be the topic of the day among consultants advocating new approaches.

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Ensuring strategy implementation through competence management in blue-collar industries

19 December 2014
Jarna Hyvönen

The full potential of competence management is not often exploited when seeing it as only being relevant for knowledge-intensive work and for people in managerial positions. In this article, we argue that managing the competences of blue collar workers is crucial for many service and manufacturing companies to ensure effective strategy implementation and sufficient operational performance.

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CEO interview: Cloning proven startup business models into Korea

7 November 2012
Jihun Oh (Alumni)

Patenting business models is a costly and time-consuming task, let alone hard to enforce in many countries. Hyemin Lee (28), CEO of People & Co., discusses her experience in accelerating her startup with the Samwer brothers of Rocket Internet, the copycat kings of Europe.

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