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IMARK_Pikto_Strategische_Handlungsfelder

STRATEGY IMPLEMENTATION

IMPLEMENTATION SUPPORT

A strategy will only achieve its desired effect if it is lived. In most companies, too little energy is spent on anchoring the developed image of the future with all employees and sustainably pursuing the necessary implementation activities.

In our strategy development processes, we already consider implementation. Our work does not end with a finished strategy paper. We ensure ongoing dialog within the company about the defined direction and help translate corporate goals and central activities at the divisional or departmental level. Project planning defines responsibilities, intermediate steps, progress control, and monitoring systems to ensure the continuous realization of the strategy.

Which activities are to be set for the successful implementation of the strategy?

  • How will all employees be involved in the implementation process?
  • What organizational change is necessary?
  • Which project structure is suitable for achieving rapid progress and identifying deviations at an early stage?

CUSTOMER EXPERIENCE DESIGN

All services, activities, and internal processes in an organization should be consistently oriented toward the goal of creating an optimal customer experience. In many companies, this attempt fails because too little “thinking” is done from the customer’s perspective.

In experience design projects, we raise this awareness and develop an ideal image of the experiences at the critical stations that customers pass through. This reveals the optimization potential at existing contact points and generates ideas for new ones.

How can unique and inspiring customer experiences be designed?

  • What does the overall brand experience look like?
  • What are the different customer journeys?
  • What should customers experience and which activities should trigger a response at the contact points?

COACHING & TRAINING

Ultimately, the responsibility for implementing strategic decisions always rests with the people involved.  Managers and teams become co-creators of the future vision through participative processes, but often find themselves unable to meet the changed requirements without individual or collective behavioral changes.

We support teams and executives by identifying necessary skills and coordination processes in the design and implementation of change processes. Individual feedback and coaching, as well as the transfer of specific know-how for employees (e.g., in questions of brand management or ensuring relevant market intelligence) help to realize the desired future vision.

How are employees empowered for strategy implementation?

  • What behaviors at the individual and team level need to be changed for successful implementation?
  • What specific knowledge and skills are required?
  • How are teams motivated to take responsibility for strategy implementation?
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