Strategy as a shared responsibility

Challenge

A commercial real estate specialist notes that his corporate strategy lacks anchoring and relevance in the day-to-day operations of employees and managers. The orientation and pull effect of a good strategy – in the sense of a path to the organisation's goals – is therefore not sufficiently present.

Solution

A fundamentally altered process for strategy development: all managers develop the strategy together with the executive board. Inspired by OKR for greater results orientation. Translated into strategic projects whose progress is reviewed together, on a regular basis. And visualised continuously in day-to-day business through internal communication.

Outcome

Regular checks throughout the year to assess target achievement and the implementation of strategic measures have become standard practice for the client organisation. However, the strategy process remains flexible enough to incorporate unforeseen events.