Your organisation has a clear strategy, but are you really getting the most out of it? Is your strategy effective? Are you well prepared for any changes? Is your strategy sufficiently resilient? Do you have a plan b in case of any competition- or customer-related changes?
In case you answered ‘yes’ to all questions, you are in control. Being in control on a strategic level is never a given. It is a continuous learning process of planning, implementation, reflecting on results, and adjusting. In a metaphor, you can compare it to sailing. Once underway, you take into account various circumstances, trim your sails to harness the wind, reef them if in case of a strong wind, or change your course if the wind direction shifts. Your goal is to arrive at the next destination on time. Essentially, much like in strategy.
Testimonials.
Adjacent, you will find a selection of our Control projects. Curious about what we can do for your organisation? Explore further.
Are you doing the right things?
Being in control means regularly reflecting on your strategy and providing answers to two questions. Are we doing the right things, and are we doing things right? To answer these questions, you can establish two learning cycles, an external cycle, and an internal cycle. We have combined these cycles into a lemniscate.
1. External
In the external cycle (above), a critical examination is conducted regarding the content of the strategy. Are our choices still valid in a changing world? Employing judgment, the choices in this cycle are confronted with external trends and future scenarios. An environmental monitor is a crucial tool in this process to determine whether trends or scenarios have changed in relevance and what the impact is on strategic decisions.
2. Internal
The internal cycle (below) is associated with the execution of the strategy. By working with clear goals and expectations, continuous learning is derived from the execution. Do the intended strategic choices lead to success or the opposite? An instrument like OGSM is a helpful model for determining whether strategic choices and actions adequately contribute to the organisation’s goals.
Strategic Control.
Strategic control revolves around monitoring future resilience and effectiveness of your strategy. It doesn’t have to be time-consuming but should consistently be on the agenda. We are eager to assist you in scrutinizing your strategy! We can aid in developing tools and processes, as well as regularly guiding reflection sessions. Take a look at our SaaS services to explore how we can support you periodically.
“In these particularly uncertain times, with a future that eludes prediction, Strategic Control assists leaders in developing a robust strategy that acknowledges uncertainty.”
– Jeroen van der Veer
