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Strategic Renewal |
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| The pace of change created
by the New Economy requires businesses to adapt more frequently and rapidly than ever
before. The changes could involve corporate structure, mergers and acquisitions,
addressing new market opportunities, changing product portfolios, repositioning, adapting
infrastructure or adopting new technology. The executive of a business must be able to
take stock of its situation in the changing market and agree on a coherent new strategy
which will meet the challenges of the day. This process of
setting new directions for the enterprise we call Strategic Renewal. It involves
knowledge, creativity, critical analysis, communication, leadership, evaluation of
alternatives and concurrence. Many management teams, practised in the art of managing the
status quo, are not used to the process of Strategic Renewal. Although they collectively
have sufficient knowledge and the skills necessary for the task, they don't have a method
for solving this multi-dimensional problem. This is where CCM can help, by providing the
method and facilitating its use by the management team. In this way the strategy is
created by the management team, rather than being recommended by consultants. They are
therefore committed to the success of its implementation.
Our method involves structured workshops tailored to the specific
strategic challenges faced by our clients. Typically they would involve:
- Establishing corporate ambitions
- Analysing market conditions/developments
- Demonstrating how likely existing strategies are to achieve ambitions
- Identifying the issues facing the business
- Brainstorming solutions to issues/opportunities
- Evaluating alternative strategies
- Agreeing strategies and implementation plans
Prior to the
workshops we interview members of the team to determine the status quo and perceived
issues and opportunities, and structure the workshops so as to achieve the objectives set.
Normally they will be held off site at a hotel or conference centre. We encourage a
democratic encounter, and use meeting management techniques to put aside the influence of
any hierachy in the team. Between meetings, the team may set themselves tasks to complete
before the next meeting, to enable subsequent elements of the process. |
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