Challenge.

your strategy

Are you sure you have a strategy? Jester Strategy wouldn't be Jester Strategy if we couldn't challenge your organisation on its current strategy.

In most cases, a strategy doesn’t take off successfully, and this can be attributed to three main reasons: 1) the strategy is incomplete, 2) the strategy doesn’t anticipate (predicted) environmental surprises, or 3) the strategy isn’t (properly) translated into the organisation. Jester Strategy has developed a program that challenges your strategy and ensures that, through a few intensive sessions, you have the right strategy in place. It’s fully consistent and aligned. This program evaluates your strategy against the three points mentioned above.

1. Challenge your strategy for completeness.

Firstly, we challenge the strategy for completeness. Many strategies are incomplete because often people are not aware of what makes a good strategy and what components it should include. Jester Strategy believes that a good strategy should, at the very least, encompass a clear description of: 1) management aspirations, 2) the playing field in which the organisation operates, 3) the value proposition and differentiation from competitors, 4) a clear course and direction with key phases to reach objectives, 5) the necessary core competencies, and finally, 6) an economic logic that indicates how optimal returns are achieved with the strategy. During the ‘challenge program,’ we assess the strength of each component of your strategy and make adjustments where necessary.

2. Anticipate the environment

Strategy is not static. Strategy is not a photo. It’s not a snapshot but an ongoing process of anticipation. Strategy is like a movie, so to speak. We challenge you in how your organisation anticipates what can happen in the external world. Think of changing customer demands, the emergence of extreme scarcity, a pandemic, or a brilliant move by your competitor. Unthinkable? Certainly not! Jester Strategy ensures that we teach your organisation to think in scenarios and establish an ‘early warning system,’ so you know exactly what to do when certain phenomena occur. That’s what true strategy is all about.

3. Translation into the organisation

Lastly, but certainly not less important, we assess the translation into the organisation. Because strategy is primarily about execution. Is every director and/or management team member aware of the strategy? Or is the strategy actually a secret (because it’s not good enough)? Do employees know what they should be doing and when they are successful? Is this also tied to the company’s strategic objectives? In short, is everyone working in alignment with your strategy? Strategy is characterised by its impact on the entire organisation. This means that departmental objectives and activities are defined from the highest-level goals. And this is not an easy process. Jester Strategy uses the OGSM methodology, which is excellent for linking objectives and actions and assigning owners. During the ‘strategy challenge,’ we establish this structure at the highest level.

Challenge placeholder

Are you sure you have a strategy?

Our one-week program ensures a tangible improvement in your strategy at a manageable pace for all involved parties. The program is structured as follows:

Our program

If you would like to learn more about our program or refine your strategy, please feel free to reach out.

Day 1

Diagnosis

We diagnose the strategy with the management team in terms of the playing field, value proposition, aspirations, core competencies, growth approach, and economic logic. Additionally, we identify areas for improvement.

Day 2

Challenge from inside-out

We challenge the chosen playing field, value proposition, and aspirations from an inside-out perspective. Using suitable analytical tools, we assess whether the organisation adequately leverages its strengths and addresses vulnerabilities.

Day 3

Challenge from outside-in

We challenge the chosen playing field, value proposition, and aspirations from an outside-in perspective. Using suitable analytical tools, we assess whether the organisation effectively capitalises on opportunities and adequately mitigates threats.

Day 4

Challenge on feasibility

We establish the (economic) logic behind the strategy and analyse whether all choices contribute to the organisation's objectives. We also assess whether the organisation possesses the right core competencies to be successful.

Day 5

Alignment

We enhance alignment. We ensure that the main elements of the strategy are clear and provide guidance on how they can be best translated into the organisation.

Bas
Bas Schulten
Michiel
Michiel de Vries