Strategy and direction in complex organisations

This kind of work is particularly relevant when:

• the organisation is growing or changing
• the board and management experience uncertainty about priorities
• many good initiatives compete for attention
• strategies exist, but are not used actively
• decisions are postponed or fragmented

Often the challenge is not a lack of competence, but a lack of shared direction.

I work closely with management and the board. The processes are structured without being heavy, involving without becoming time thieves, and honest about limitations. The work can consist of:

• structuring goals and ambitions
• prioritisation processes
• clarifications between the board and day-to-day management
• translating overall goals into realistic courses of action

I place weight on the strategy being understood by those who are to use it, being easy to explain, and supporting actual everyday decisions.

The result is not necessarily an extensive strategy document. Often the value is greater when the organisation is left with:

• a clear shared direction
• clarified priorities
• a better basis for decisions
• a language for discussing choices and directions

A strategy that is not used in everyday work is not finished.

The same work applies when ideas are to become positions or policy:

• structuring ideas work and input
• formulating problems and goals
• coherence between values, goals and measures
• involving, but focused processes

The aim is ideas that can be used, not just formulated.

I come in as:

• adviser
• facilitator
• sounding board

The role is adapted to the need. Sometimes I am close over time, other times in limited processes.

Many get in touch without having a clear brief. That is perfectly fine. The work often starts with a conversation where we together:

• clear up the problem
• clarify the need
• assess whether this is the right kind of assistance