“By making the strategy transparent, understandable, and communicable through the overall process, it comes to life in the first place.”
~ Dr. Peter Bross, Head of Corporate Strategy, Giesecke & Devrient
“The aim of introducing SOLYP3 was to implement a uniform process of strategic planning, continuation, and implementation across all business units with regards to methodology, presentation, and approach, as well as to simultaneously ensure systematic dealing with the strategy process within the company. We were guided by the conviction that the strategic process should be designed not to be rigid, but dynamic and adaptable, since too much bureaucracy and a too rigid approach inhibit the further development of the company as well as the acceptance among employees. Nevertheless, conceptually good strategy work is possible only if a solid process is set up according to which the different parts of the company and the company as a whole deal with strategic challenges. By making the strategy transparent, understandable, and communicable through the overall process, it comes to life in the first place.” (Giesecke & Devrient Case Study)
After running four cycles of the new strategy process—one of them (including the installation phase) with SOLYP3—Dr. Peter Bross draws a positive balance: The strategy maturity level within the company has undoubtedly risen, the strategy process is increasingly better understood by all those involved due to the recognizability of issues and procedures, and it is easier for everyone involved—from the top management level down to the divisions—to draw the necessary conclusions and deal with strategic challenges.