Evolutionizer is joining as an event partner when the virtual doors open on April 25th and 26th for the 13th Strategy Execution Forum. Register now for your free ticket for the first day.

Find out how matrix organizations ensure their future readiness in our upcoming webinar. Question established ways of thinking and methods and increase the agility of your strategy work.

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The high speed of change in many markets makes it clear how important it is to act as early and in a coordinated manner as possible when unforeseen events occur. What helps us to deal with uncertainty?

A few key elements are required for the overarching strategy process to form a common, robust core. However the process, methodology and the type of cooperation should be individually designed for each planning unit and aligned with real needs. What should be considered in practice?

Successful strategy work ensures the right strategic alignment at the neuralgic points. These elements will help you with orchestration and alignment in practice.

Successful strategic work is based on agility. Therefore 3 essential things must be ensured in strategic work.

The digital transformation leads to significant changes in strategy work. To become "excellent", you should achieve these conditions.

Many transformation efforts remain ineffective. And often not because of a flawed strategy, but because the change does not reach the organization sustainably. Taking the organization through a phase of change is one of the key tasks of leadership – and managers should know these 6 risks.

In the last part of our series on the topic of transformation, we described the prerequisites for successful transformation and how to use opportunities in one's own situation. Read now in part 2 how transformation can succeed.

As a result of the crisis management, many companies have already successfully implemented initial changes and are initiating new topics for implementation. We are experiencing a seamless transition to a phase of transformation that not only involves risks, but also opportunities. We have summarized a few of the success factors for sustainable transformation.

What about the resilience of the medium-sized companies? What measures do they take to prepare for the post-Corona period? We discussed these and other questions with selected companies in April 2020. Our 6 recommendations for action in 2020:

In economically difficult phases, companies run the risk of focusing exclusively on key operating figures and losing sight of important strategic issues. With these 5 evaluation perspectives you avoid strategic mistakes and ensure a balanced initiative portfolio management.

The initial shock of the corona crisis has been overcome, and the economic effects will continue to accompany us for a very long time. We must assume that volatility and uncertainty in our markets will continue to increase and become the new normality in the business world. The unknown will become permanently greater, we are forced to become even more agile as a company.

We are experiencing one of the biggest shutdowns in recent history. Nearly all companies are currently asking themselves how they can avert greater losses from their business from the effects of the crisis on their business, how they can continue to act and how they can prepare for the "ramp-up" after the crisis.

If personnel expenses increase more or less in proportion to sales over a longer period of time, this is a sign of potential for productivity and efficiency increases. But what are the levers for increasing agility in our organizations?

In part II of the Strategic insights publication series, we demonstrated practical ways to improve the quality and reliability of forecasting in planning. This article is dedicated to a much greater potential for strategic insights – which can finally be realized thanks to modern methods such as Machine Learning and Artificial Intelligence.

In part I of the publication series Strategic Insights, the potential benefits of extended statistics and machine learning for strategy and planning work were outlined. As a more in-depth introduction to the topic, Part II discusses ways of increasing the quality and reliability of forecasts in planning.

Developing a robust strategy has never been easy. High business complexity, market dynamics and shorter planning horizons create uncertainty and make it harder to make the right decisions at the right time. A lever lies in a new handling of the already existing strategy data estimates.

Market volatility, growth, disruption, digitization, shareholder value... our current environment is characterized by constant change and ever higher speed. It has never been easy to develop working strategies and implement them with the desired results.

Which core competencies create a sustainable competitive advantage over the competition? VRIO analysis is a good way to find out.

Some people have the gift to boil down complex issues into short, catchy statements. May it be with humor, charm, fighting spirit, or simply wisdom. In doing so, they inspire others to question their habitual ways of thinking and acting and even pursue entirely new paths in life.

One of the central questions which first need to be clarified as part of the introduction or revision of a strategic planning process in medium and large enterprises is the direction of planning.

Organizing and leading strategy workshops has to be learned, because the results of such workshops have a decisive influence on the future performance of the company.

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Key Risk Indicators signal changes in the company's risk profile at an early stage. We show you how you can identify risks early on and actively counter them with suitable measures.

One of the most common mistakes when it comes to strategy implementation is that responsibilities are not clearly defined. Employees are not sure what is expected of them or simply assume that someone else will do the job. Create a remedy with RACI Matrix.

In contrast to traditional, incremental budgeting, Zero-Base Budgeting does not simply update the costs of the previous year. Instead, the budget is replanned from scratch, similar to when you start a business.

Bridging the gap between strategy development and execution is one of the biggest challenges many organizations face. Probably the most important driver for a successful strategy implementation is the so-called strategic alignment.